THE CFC at WORLD WORKPLACE
THE CFC AT WORLD WORKPLACE
The Official Publication of the Corporate Facilities Council
Good buildings come from good people, and all problems are solved by good design.
Bobby R. LaRon, M.S.
Oregon Public Broadcasting
Koch Business Solutions
Sue Thompson, CFM
Beth Osgood, CFM
Koch Business Solutions
Sarah Wortman, CPSM
Facility Magazine, the official publication of Corporate Facilities Council, is published quarterly.
IFMA Corporate Facilities Council800 Gessner Road, Suite 900Houston, TX 77024-4257
Copyright 2019. All Rights Reserved.
From Your President
the CFM Exam
Wayne Whitzell, LEED AP, BEP, GBO
Matthew Kutzler, PE, CDT
Facility Engineering Associates
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Joe Selby, CFM
Wells Fargo Bank
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Buck Fisher, CFM, IFMA Fellow
Facilities Management & Operations Assessment
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Wells Fargo Bank
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Workspace Strategies, Inc.
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THE PROFESSION THAT SUPPORTS YOUR FACILITIES
Whether you are a long-time attendee or a first-timer, World Workplace is an event looked forward to each year for those of us in this field who have made IFMA the premier professional organization it is. Exceptional educational sessions, compelling keynotes, and the opportunity to connect with colleagues from around the country and around the world make this our do-not-miss occasion. This year’s convention is generating excitement: there’s a feeling of expectation and enthusiasm this year that many of us remember from years past, and it’s extremely encouraging. World Workplace 2019 is upon us!
If you’re attending, make sure you’ve got the CFC’s Fall Meeting on your schedule: Wednesday, October 16th from 8:00 a.m. to 9:30 a.m. in the Phoenix Convention Center’s Room 124A. We will share council business and then hear from Christian Flanders, Senior Account Executive for WeWork and past president of the Sacramento Valley Chapter, on "Building Openings Lead U.S. West."
Then the CFC's sponsored session will be on Friday at 10:30 (Room N121) and is called “Beyond Coworking: How WeWork transforms spaces for the world’s largest companies and what FMs can learn from their model,” with featured guest speakers Christian Flanders, along with Maureen Ehrenberg, former IFMA Chair and Global Head of FM Services for WeWork, and Peter Ankerstjerne, IFMA’s current 1st Vice Chair and Head of DFM and Workplace Experience, EMEA, WeWork.
We look forward to connecting with and learning from each other! See you in Phoenix!
Beth Osgood is a Workplace Strategy Manager for CBRE and does occupancy planning for Johnson & Johnson’s South, Midwest and West Regions.
By Bryon D. Sutherly, AIA, CDT
DESIGN PRIORITIES FOR TODAY. . .
Most workplace projects attempt to address a number of different, sometimes competing, priorities. Companies want to achieve a specific Return on Investment (ROI), but they may also wish to accomplish a defined corporate purpose, realize a measurable gain in success metrics (e.g., productivity, employee retention), or capture the “low-hanging fruit” of meeting that corporate ratio of 175 sq. ft./person. Which of these priorities are essential to accomplish? Which, when accomplished, get the organization from the current state to the desired state?
Starting well will help end well. To set priorities appropriately, consider these three ideas:
#1: Raise the Bar. At the outset - in the conceptual phase of a workplace project - it is always helpful to assess how well your current workplace design meets your corporate objectives. How well suited is the workplace for factors such as employee attraction/retention, employee productivity, and design aesthetic? Who, among your organizations’ peers, does it right? On a scale of 1 (low) to 10, is your workplace a “2”…a “5”…an “8”?
Next, be “future-sighted.” Consider where you would like your workplace design to rank two years AFTER the project is complete. Do you want to go from an “8” to a “10”? If so, it may be impossible to ever get there. Why? The bar is always rising. Tomorrow’s “10” may be equivalent to today’s…somewhat imaginary…“12.” The workplace tends to be swayed by outside influences. These forces are constantly at work, changing the nature of what is perceived to be “best.” To be a true “10” two years from now, companies really must be shooting for a “12” in their current workplace projects. Identify which of your objectives, when met, will help nudge the boundaries at an appropriate pace and budget.
#2: Mind the gap. Workplace design should offer a legitimate, realistic response to the challenges you face as a company both now AND in the future. After all, the Googles and Apples of the world can afford to spend millions every few years to re-design their space to accommodate the latest hot workplace trend. Most companies cannot. In fact, most clients redesign their workplace once a decade.
Consider, for example, the millennial generation. This generation is often touted as the ones that companies need to attract. Yet, even though millennials behave differently today than baby boomers or Gen Xers, tomorrow, those millennials will no longer be singles in their 20s or early 30s. Will they have families and want very similar things as their older counterparts of today? Designing areas mainly to attract millennials as they are today may be the right objective. Retaining millennials, once employed, might be an equally appropriate corporate objective.
#3: Apply prioritization tools. When working with our workplace design clients, Hixson employs key tools to help clients’ prioritize alternatives. The “Choosing By Advantages” (CBA) process identifies the key attributes that must be met through a project, and then maps out how well each possible alternative meets those attributes. The answers achieved by undertaking the CBA process help gain consensus among team members that the right solution has been selected.
Prioritization can also be achieved through the master planning and phasing processes. Through these methods, the “desired” state is planned, with key deliverables provided in phases over time. Master planning and phasing assists with capital expenditure planning and helps change the workspace on a planned, perhaps more regular, schedule.
Today’s Corporate Workplace must be designed strategically in order to be flexible enough to respond to the corporation’s future workforce AND meet the corporations’ desired future state. Planning well, prioritizing wisely, and knowing/understanding the gap between the corporation’s future definition for success will be paramount for a successful workplace.
In his role as Senior Project Architect at Hixson, Bryon Sutherly is responsible for programming, design, and related tasks for Hixson’s Corporate Workplace and R&D projects. Mr. Sutherly also serves as the Lead for the firm’s Corporate Workplace Strategic Business Unit, helping establish direction for the unit and lead related marketing initiatives. Mr. Sutherly holds a Bachelor of Architecture from the University of Cincinnati.
Editor's Note: Unfortunately Joe is out nursing an injured arm, so we are re- running one of his most popular column pieces.
A couple of weeks ago my son and I got into one of our usual dust-ups. Nothing major folks, so no worries, just the usual friction between a teenaged boy and his dad. The source of the friction: A glass in the wrong cabinet.
Our parental expectations are not high. This young man has a handful of jobs to do around the house - take out the trash, walk the dog, mow the lawns, sort and fold his own laundry and empty the dish tray and put the clean dishes away. It’s that last job that caused the friction. Over the summer we’ve had a recurrence of I-can’t-be-bothered-itis. It’s an insidious ailment that causes the victim to pay utterly no meaningful attention to what he’s doing. Its chief symptom manifests itself as utensils, cups, glasses, plates and bowls ending up randomly distributed throughout the kitchen. The only known treatment: parental hectoring.
We’ve been dealing with outbreaks of I-can’t-be-bothered-itis all summer. I’d gone to the cabinet to find a highball glass (another symptom of I-can’t-be-bothered-itis is increased consumption of Scotch by the elder male in the house), and it wasn’t there. After a short exploration, I discovered that the specialty glasses were comingled with the regular drinking glasses (which inhabit a cabinet at closer proximity to the dish tray – hmm, perhaps there’s a pattern here). I asked the youngster if he knew in which cabinet the cocktail and highball glasses belonged. He said yes, and then he made a critical error in judgment – he asked a man about to pour himself a glass of Scotch, “Why does it matter?”
Why does it matter? The short answer is, because it does. The longer answer, and the one my poor son got, was a lengthy dissertation on how the difference between a meaningful life and mere existence is always expending your best effort. Doing a job right, I told the now absolutely miserable kid (who was probably wondering if he could get away with faking an illness), is the only way anyone should ever do any job.
Being a reasonably smart kid, who was by now aware that he was utterly trapped in a sermon from which the only escape was complete submission to its inevitability, he chose to engage rather than endure. “Prove it,” he said. Bad move, kid.
Extreme examples of why details and quality matter are easy to conjure up. Do you want a surgeon to operate on you who takes shortcuts? Would it be ok with you if the mechanic working on the airplane you were about to take a flight in chose to only tighten some of the bolts? Heck, do you want to watch a film made by someone who didn’t bother to keep the boom mic out of the frame? Care to listen to a record that features a guitar player who didn’t bother to make sure he was in tune?
Seeing that I’d barely sipped my Scotch the boy was beginning to feel like he might be in for an evening of it, so he dove in further. “OK, I get that. But I’m putting away dishes. No one is going to die because I put a glass in the wrong cabinet, and you still found it.”
That’s when it became about facilities management. A close friend had just endured an office restack. She’d gotten moved from one building on campus to another. She sent me pictures of the ordeal because she knew I’d be sympathetic to her cause. Upon arrival at her new cubicle she discovered the work surfaces, drawers and overhead bins were filthy. Not dirty, but covered in layers of dust. These were newly installed workstations built from components that had been warehoused. Her boxes were all labeled on the side, in the area reserved for contents description, but the movers had placed them up against a wall with the labels facing the wall, meaning that she’d have to move them again herself to determine which needed to be opened first. The icing on the failure cake though was that the area of the floor she and one other teammate had their cubes had no overhead lighting and no natural light. It was like a cave.
Did she get moved? Yes. Were all her belongings there? Yes. Did she have a workstation that would keep her computer and papers off the floor? Yes. But those were the only aspects, in my opinion (and hers) of the move that were successful. No consideration had been paid to her or her teammates by cleaning their furniture prior to moving them into it. The movers had obviously not been instructed on basic courtesy with regard to leaving the box labels visible to the occupant and the move coordinator/project manager had obviously never bothered to look at a reflected ceiling plan before planning out the furniture. Could she unpack and get to work? Yup. Did she want to? Nope.
My answer to the young fella in front of me – Why does it matter if I put the glass back in the right cabinet or not if you can still find it eventually? – Because there’s almost no task you do that’s 100% about you. Putting the glass in its proper place shows that you respect your mother, your little sister and me. It shows that you respect the order of the house and that you’re invested in it and your role in maintaining it. You do the job the right way because doing so shows the world, and yourself, that you’re present and involved in it, and not just passing through.
Joe Selby is a Retail Property Manager for Wells Fargo Bank, managing a large portfolio of buildings, responsible for capital planning, operations and ongoing maintenance programs.
have been an associate member of the IFMA Corporate Facilities Council for almost 20 years now, most of the time while serving as the marketing and business development director of an architecture firm. I can tell you without equivocation that sponsoring and actively participating in the IFMA Corporate Facilities Council (CFC) has always been one of the most effective tools in my marketing and business development arsenal.
By Sarah Wortman, CPSM
Sue Thompson is the editor of Facility, the immediate past president of the IFMA Delaware chapter, a past president of the CFC, and AVP, Facilities Manager at Radian Guaranty Inc.
I’ve had three really awful bosses in my career. I have a great boss now, in a job I love, which makes it all the sweeter because I know how it feels to be in the middle of a train wreck of a work situation. Many of you know what I’m saying. We’ve worked for psychopaths and sociopaths—because that’s what really bad bosses are. They don’t care about the effect they have on others, they aren’t interested in learning what being a good leader means. They may not have much character and they’re not looking to create any. You ask yourself, “What did I do to deserve this?” You find yourself sliced up and pulled apart, thinking, This is not fair. This isn’t supposed to happen.
A dreadful, hostile, or tormenting work environment is not just about a bad boss. It can be a project you thought was going to be easy that flips into disaster, or a challenge you knew was going to be difficult that becomes unbearable. It's disorienting and deeply demoralizing. You start wanting nothing more than to pack everything up and start over somewhere else where the instructions make sense and the parts all fit the way they're supposed to.
Whatever your circumstances, I have a message for those who are working in an environment that is hostile, painful, shifty, or perplexing. The message is that you can survive this torment! Because of my past lessons learned, I know I can encourage people who have to deal every day with the worst of human behaviors just to receive a paycheck. I have been there more than once and I know what you are going through. Our stories do not have to be exactly alike for us to relate to one another because we understand the essence of the experience of working in a place filled with treachery and uncertainty.
Jocko Willink, a former Navy SEAL and now a management consultant, says when he began consulting he found the same leadership problems in the boardroom as he did on the battlefield, and the application of SEAL principles just as effective in work life as in combat. One of the principles is to “step up to the challenge and take control over your environment—even when this is exceptionally difficult. Assess your situation and formulate your plan. Act effectively and with conviction.” That is really the first step, because we must have a strategy to survive with the goal of coming out alive, and even better, being able to walk away without regretting your actions and responses.
You see, you must have a strategy. You’ve got to have some foundational guidelines that act as the floor lights on an aircraft that lead you to the exits. If you don’t, you are nothing more than a floppy toy in a dog’s mouth, having the stuffing shaken out of you relentlessly. There are tactics you can employ. The first tactic I tell people to address is creating a destination. You’ve got to have an end on which to focus, even if you have to make one up. Decide upon a day in the future, or an event, that will be the beacon toward which you will run. It will be the terminus that will be your place of regrouping and deciding whether this is the time to exit or a new spot farther ahead should be attempted. You will find that having this goal will give you hope because you move closer to it every day.
There are others, and all are necessary and valuable to taking control and maintaining the proper focus. At World Workplace in Phoenix, I’ll be sharing a strategy for making it to the end in a presentation entitled “Sheer Living Hell: Surviving a Tormenting Work Environment” on Friday morning. If you are suffering, come and find out how to look at the situation clinically and make your plan. Here’s what I know for sure: it’s one thing to play the role of a leader when the sailing is smooth and the navigation is clear. It’s pretty easy to maintain an attitude of confidence and capability when everyone thinks we’re wonderful. It’s quite another thing to maintain a perspective of peace and strength in a climate that is antagonizing, frustrating, lonely, even abusive. In such an environment the true test of character is made, and it’s the hardest work we will ever do.
Why, you might ask, would I share one of my best success secrets with the other associate members out there? I do so because I know there is enough CFC to go around, and, let’s face it folks, by the time the rest of you build the relationships I have now, I’ll probably be retiring to a cottage in Tuscany, so I’m feeling generous.
Why is the CFC one of my secret weapons? Let me count the ways:
It is the largest IFMA Council (with over 1000 members) and its members are those across the globe who manage corporate office space, including headquarters offices. These are the people who make the decisions that give my architects, designers, engineers and planners work. I’ve looked around for years and I’m hard pressed to find another organization that puts me in front of the right target audience like this Council does.
What in my marketing vernacular is known as strategic selling (the kind of business development I practice) is not about badgering people into submission, it’s about helping people solve business problems. Sponsorship allows me to provide education and career development to my clients, which makes them better consumers for me. It also lets me know what is keeping my potential clients awake at night so I can respond accordingly. CFC gives me a vehicle to give before I get. It also allows me to help prepare the next generation of facilities folks.
I cannot think of a more deserving group of professionals to support. These are some of the most versatile, humble, thoughtful, talented professionals I’ve come across in all my working life. On the same day they might be dealing with how to execute emergency preparedness, while simultaneously ensuring everyone has working printers, clean restrooms and quiet workstations, and fielding complaints about who stole someone’s lunch out of the fridge. They quietly, confidently, and usually invisibly, ensure that the rest of the company’s employees have the space and resources they need to operate at peak performance. It’s a good thing their jobs are thankless, because they don’t expect any. They are simply motivated by a job well done.
Now, while I’m explaining to my bosses why I just gave away my marketing secret weapon, would be a good time for the rest of you to get in touch with Matt Kutzler and claim one of the few sponsorship spots that are still available. You can thank me later when you get that big bonus and promotion for being so smart.
Sarah is currently the Director of Business Development at GGLO Design. She has presented at numerous conferences and SMPS chapter events including Build Business and World Workplace.
Building in Bengaluru – Lessons from an FM’s First International Project
The Stellar RFP Process:
Building, Issuing and Responding to RFPs
Larry Morgan and Wayne Whitzell
First Wednesday Webinars
WEDNESDAY | OCTOBER 16 | 8:00 - 9:30 AM
Phoenix Convention Center, Room 124A
Managing Risk in Delivering Facility Services
Christopher Hodges and Maureen Roskoski
Our session this year is called “Building Openings Lead U.S. West,” with featured speaker Christian Flanders, FMP. He is a Senior Account Executive for WeWork and past president of the Sacramento Valley Chapter, two-time IFMA Member of the Year recipient, and IFMA Member of the Decade.
Christian also presents in the CFC sponsored session “Beyond Coworking: Beyond Coworking: How WeWork Transforms Workspace for the World’s Largest Companies and What FMs Can Learn from their Model,” along with Maureen Ehrenberg and Peter Ankerstjerne on Friday at 10:30 in room N121.
CFC Magazine Chair Sue Thompson, CFM will speak on "Sheer Living Hell: Surviving a Tormenting Work Environment" on Friday at 10:30 a.m. in room N126 A/B.
Lastly, CFC Programs Chair Wayne Whitzell will be speaking on "Avoiding Death by PowerPoint – How to Give Better Presentations With Less Anxiety" on Thursday at 4:15 p.m. in room N131 A/B and "Quantum Leadership: What Got You Here, Won't Get You There" on Friday at 9:15 a.m. in room N122 A/B.
CFC FALL MEETING
The Facility Manager’s Keys to
Effective Emergency Preparedness
Mayra Portalatin and Stephen Clawson
Recently Added Resources
I never felt compelled to get my CFM. For my first 15 years in facility management, during which time I became involved with IFMA, none of my superiors would have batted an eyelash if I told them I had become a certified facility manager. It didn't mean anything for my day-to-day work. It wouldn't have given me a bump in salary or any perceived expertise than that which I was already exhibiting. One can have numerous letters after one's name without it making us smarter, more capable, wiser, or showing greater initiative.
So getting the CFM wasn't high on my list of necessaries, particularly since it hasn't been routinely required in jobs for which I've applied in my years since entering the profession. A few job openings would note, "CFM preferred." I have numerous years of experience, and I let that speak for itself.
Then I got a job where the credential was valued. So I ordered the IFMA FM Learning System and took the practice test. I scored really well in a few of the competencies, but since there are 11 of them, even doing well in 5 or 6 of them meant I had a lot of studying to do. The crunch of daily tasks and projects closed in, and I didn't get to studying as I had planned. A year passed. The competency manuals called out to me. I'm motivated by a deadline, and I decided that's what I needed.
Fortunately, IFMA provided one: I received a notice that if I signed up for the CFM exam and took it within 3 months, I could take advantage of a pilot online live review course. So that's what I did. That meant I had 12 weeks to get my act together and start reading the manuals for each competency. I read on planes, trains, and during lunch hours. It is a huge volume of information, and my strategy was simply to immerse myself in it. I made my reservation for the CFM exam and spent the three days prior reading the materials and taking the chapter tests over and over.
The day before the exam, I was discouraged. I was swimming in this sea of FM knowledge, but I wasn't processing it well. Wrong answers in the chapter tests began to overwhelm me. I had been told by some friends with the CFM that they didn't pass the first time, and in some cases, they didn't pass the second time, either. I finally told my husband, "I may not pass this thing tomorrow, but I will sign up immediately to take it again. I refuse to let this get me down. I'll see this time as an experience that will help me the next time."
I got up early the next morning and got to the test center. I went through the sign-in procedures, settled myself, inserted some ear plugs I'd brought (the test center was full of people taking other exams), put on the silencing headphones provided for added sound blocking, and went through the tutorial on how to work through each of the 180 questions. I was glad to see I could mark a question to return to and review at the end, and I could also skip those I wasn't sure of and return to them later. So my test-taking strategy was to go through and answer the ones I felt sure of immediately, mark those of which I was unsure, and at the end, take time to review them more carefully and thoughtfully.
Here's the thing: for some reason, I'd mentally prepared myself to give straight answers in the same format as the chapter exam questions. What is this called? What is that designation? What formula would be used? What is that technology named? Even though I had taken the practice tests and had taken advantage of the online course in the offer provided by IFMA, it somehow hadn't registered that the questions are truly competency based. I began to relax as I worked through question after question that began, "You are the manager for a company that . . . " or "You've been put in charge of a project with . . . ". Competency based. Experience based. I was surprised to say to myself again and again, "I know this. I've been involved in this. I did that once." In many cases, it was clear to me the answer that IFMA would consider correct, even if I'd had a personal experience that might be different--the standard being presented was obvious. On the ones where I was unsure, I imagined myself in the scenario, asking one of my extremely knowledgeable colleagues how I should proceed. "What would Scott tell me to do?" For a number of the questions, I listened in my head to what I knew would be his advice.
After finally reviewing all the questions I'd set aside for further thought, and after making the best guess I could on the ones completely lost to me, I clicked on the "Finish" button and watched the icon spin, indicating the calculation of results. I held my breath. I waited. And I saw, "Congratulations!"
Sue Thompson is a Certified Facility Manager, past president of the Corporate Facilities Council and immediate past president of the IFMA Delaware chapter.
By Sue Thompson, CFM
J.T. O'Donnell with advice on handling a job interview by a panel.
Vanvessa Van Edwards on maximizing the conference experience
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Mitie’s Chief Marketing & Strategy Officer, Chris Copeland, explains that while the natural reaction for people is to be skeptical of change and feel at risk, one of the most important things for businesses to do during digital transformation is to ‘over-communicate’.
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4m 44s | link
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