Stepping into a facilities management role as a newcomer can be both exhilarating and intimidating. It’s like joining a championship team as the rookie, surrounded by seasoned veterans who have spent years and even decades learning the ins and outs of every building system, every maintenance challenge, every shortcut that makes the day run seamlessly, and they know everyone.
The maintenance leads, custodial supervisors and engineers have accumulated a wealth of practical knowledge. They know every creak in the floorboards, every quirk in the HVAC system, every trick for getting things done efficiently, and who to rely on the most to get something accomplished quickly.
In this environment, earning respect is not about showing off credentials or asserting authority, if a manager even has any. Instead, it’s about demonstrating humility, consistency and a genuine willingness to learn from those who have been doing their job far longer than a manager has been doing theirs.
Respect is earned in the trenches, and this means that, as a new manager, the first job is to listen more than speak in any situation. Take the time to ask thoughtful questions, and take notes on the answers. Show a sincere interest in how things are done and, more importantly, why they are done that way.
Managers need to avoid the trap of pretending to know more than they do. The team will quickly see through any façade. and it will echo through a manager’s career longer than they think it will.
When managers inevitably make a mistake, they need to own up to it immediately, apologize if necessary, correct the issue to the best of their ability and move forward. Seasoned team members appreciate accountability and honesty far more than empty bravado or excuses.
A manager’s actions will always speak louder than words. Show up early, and be ready to work, especially when the tasks are difficult or inconvenient. They need to be prepared and attentive in meetings, even if they don’t have anything to contribute. Someone is always observing.
If a pipe bursts in the middle of the night, be the first to volunteer for the cleanup crew. When the team sees a manager willing to get their hands dirty and tackle the tough jobs, they will recognize the commitment and start to see the manager as someone who values their expertise and is not afraid of hard work. Over time, these small but consistent efforts build a foundation of trust and mutual respect.
But respect in the workplace is a two-way street. While a manager is learning from the veterans, they must not be afraid to bring their own strengths to the table. Perhaps they have a knack for technology, strong organizational skills or a fresh perspective on old problems. They must not rush to change everything overnight, but they can look for small, meaningful improvements, like a new process that saves time, a safety enhancement or a cost-saving idea. When a manager does implement a change, they need to make sure to give credit to those who contributed and celebrate the team’s successes publicly. This approach not only boosts morale but also shows that they value collaboration and shared achievement.
Over time, a manager’s integrity, transparency and commitment to the team will earn them respect among the veterans — not just as a facilities manager but as a trusted leader who is truly part of the team.
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.
