One of the first and most significant challenges for new facilities managers is grasping the full scope of the role. While the official job description provides a starting point, it rarely captures the full range of responsibilities and expectations and how to carry them out. As managers become more familiar with the buildings, their systems, the people who use them, and the unique needs of the organization, duties will naturally evolve. This process of discovery is ongoing and requires curiosity and adaptability.
To gain clarity, managers should begin by mapping out daily, weekly and monthly tasks. This exercise helps to visualize the workload and identify patterns or recurring issues. Managers will not figure it all out in a week. It will take time to get in a good groove. Consider the following format for understanding managers’ tasks:
Managers should keep detailed records of processes, key contacts, vendor agreements and unwritten rules that govern how things get done in the organization. This documentation helps managers stay organized and ensures continuity if they are absent or if there is staff turnover. Managers can never go wrong with a standard operating procedure (SOP) because SOPs save programs.
No facilities manager operates in a vacuum, so regularly seeking feedback from the team and supervisor is essential. While it’s great to schedule 15-20 minutes of someone's time for this, it can also be as impromptu as saying, “Tell me what you think about X.” Managers also can ask direct questions, such as, “How do you think I’m doing with my administrative tasks?” and “Are there things that are a part of my duties that you think can be better?”
By engaging in these conversations, managers can gain a clearer understanding of expectations and can align their efforts with organizational goals. Feedback also helps identify blind spots and areas for improvement, making managers more effective.
With facilities management being inherently dynamic, the primary responsibility is to support and to keep the organization running smoothly, which often means responding to unexpected challenges. A pipe might burst, a security issue might arise, or a last-minute event might require rapid reconfiguration of space. In these moments, the ability to adapt and reprioritize is crucial.
Managers need to embrace the variety that comes with the job. Each day might bring new challenges, but it also offers opportunities to learn and grow. Managers should not hesitate to ask for clarification when they are unsure about a task or decision. Open communication fosters trust and ensures that managers are always aligned with the needs of their organizations.
The more clarity managers have about their roles, the more proactive they can be. The more proactive they are, the more of a jumpstart they can get on the things needed to get done and get better at. By using their documentation and feedback to anticipate needs, streamline processes and prevent issues before they arise, managers can build credibility and demonstrate their value to their organizations.
Charles M. Thomas is an operations professional, consultant and writer who has held positions with reputable organizations as a facilities and operations manager, operations manager and technical writer. With 12 years of operations experience working among the research, education, financial planning, legal and public relations industries, Thomas has built and sharpened his skills in general operations, strategic operational planning, project management, human resources management and organizational community relations. Thomas is a mentor to those in the facilities industry and has a passion for helping others. He established LACE Management with the mission to help organizations build their programs from the ground up, enhance their existing programs, and serve as a communicator for a generation of young professionals. His personal mission is to learn all he can while he can from the people who do it best and to be of service to all clients in the best way possible.
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