Life as a facility manager is rarely boring.
That's because they have such a range of duties. Facility managers are
responsible for merging employees' workplace needs and management's interests.
Employees need a safe, comfortable and effective workplace. On the other hand,
management demands efficient use of facilities. Facility managers work between
these two "camps." They balance these two interests' goals while working within
the budget they've been given.
It's a kind of balancing act that requires savvy people skills combined
with solid abilities in finance and engineering.
Patricia Perkins, a regional facility manager, understands this balancing
act.
"Facilities management is people management. It's a balancing act that
can either be a lot of fun, or it can [make you] feel like the guy who sweeps
up after the elephant," she says.
With her skills in interpersonal relations and finance, Perkins can crunch
the latest building costs or present a bid to the CEO. "One of my best days
was having the chairman of the board and the end users thank me for a project
they liked."
Perkins is one of four regional managers responsible for overseeing construction
for the company. Her expertise saves her employer time and money.
"I save the company money by evaluating space and recommending consolidations
that reduce rent," she says. "I review and approve budgets for construction
and I get competitive bids for large purchases, which ensures the best price."
Facility managers can easily make $50,000 a year or more for their expertise.
Despite the good earnings, Perkins chose this career for personal reasons.
"I chose it for a variety of reasons and for the travel," she explains.
"It sounded interesting and fun."
Facility management has proven to be a satisfying career for Perkins. She's
had her share of challenging times -- and challenging co-workers.
"We had to repaint an entire building while keeping the project on schedule
because someone changed their mind," she recalls.
Due to their crucial responsibilities, facility managers must constantly
think on their feet and make informed decisions. Sometimes, that may mean
firing a subcontractor or deciding if a rule can be bent for an employee's
benefit.
"The hardest decision is always to do the right thing -- take responsibility
for all parts of the job, including mistakes. Always being honest and treating
others respectfully even when their stress prevents them from treating me
that way," she says. "Bottom line, the hardest decision is always to remember
the golden rule and stick by it."
Another facility manager got into this field thanks to his extensive education.
The funny thing is, he completed all his studies without this career goal
in mind!
Kreon Cyros finished university in 1966 with a bachelor's degree in engineering
and a master's degree in management. At that time, he had no idea he was perfectly
trained to become a facility manager.
"I just thought it sounded interesting," says Cyros. He found himself one
of seven facility managers at the Massachusetts Institute of Technology. He
has since retired from his post.
Cyros grew to love the challenges of his job, which involved looking after
a campus that measured over three million gross square meters. Keeping the
physical side of MIT running efficiently made for some busy days.
"My days were really busy and open-ended and sometimes they ended with
more issues to be resolved than they began with," he says.
Cyros says he and his team worked hard to make the most of the facilities
at MIT. "A typical day is trying to coax the maximum performance from these
inanimate objects called buildings."
This meant making sure buildings would not sit empty when others were crowded,
making sure repairs were done before leaks in roofs got worse and making sure
buildings were as safe and energy-efficient as possible.
It also meant looking ahead 10 years to project future needs. "I loved
the daily challenges, the need for innovation and the strategic nature of
the overall work. It's constantly changing and challenging," he says.
Yet the most challenging part of the job came in dealing with people. "The
challenge is in dealing with both our customers, who don't understand our
work and find it easy to criticize our output, and with our tradespeople,
who work hard and consequently miss the opportunity to see the big picture."
Likewise, Sam Ragusa has also had to develop valuable communication skills.
"Sometimes academic staff, although very intelligent, have little understanding
of facilities issues, so you have to explain things in a way that's simple
without being condescending," says Ragusa, who works at an university.
Once Ragusa has explained to the president why the university needs a new
building, he has to shift gears and explain things to the people who are going
to build the building. "At the other end of the spectrum, you have to be able
to communicate with trades staff who may not have, or even want, an overall
understanding of the total project."
A lot of creativity is needed in this field.
"The job isn't just about facilities like plants and equipment. It's about
how to help people use the facilities to the best advantage so they get the
most from what we have to offer," says Ragusa.
"You have to be able to think outside the square when it comes to generating
or implementing new ideas."
For facility managers, these new ideas can be as simple as improving the
access to a building or as complicated as making revolutionary changes to
the way a facility operates.
Facility managers have arranged for on-site dry cleaners, electronic repair,
photo developers and even car mechanics for their employees. While this seems
a bit extravagant at first, facility managers know that providing these services
helps employees deal with heavier workloads and longer hours, saving the company
money over the long term.
"The challenge is always there in being able to solve problems for people
in innovative and cost-effective ways," he says.
Whether it's choosing the types of chairs to be used in the library or
helping to select a brand new site, Ragusa says satisfaction comes in getting
the job done right, on time and on budget, all the while encouraging the many
people who report to him.
"It helps to be able to drive a project to completion by being a team leader
who can motivate people to action," says Ragusa.
Most facility managers work in the background to produce very visible results.
"We have to be working for now and thinking for tomorrow," says
Cyros.