What do you do if your boss is resistant to new FM practices?

If your boss is resistant to new facilities management practices, begin by understanding their concerns and reservations. Present evidence-based benefits and case studies that demonstrate the success of these practices in similar organizations. Propose a pilot project to test the new methods in a controlled environment, minimizing perceived risk. Emphasize how these innovations can align with your organization’s goals and potentially enhance efficiency and cost-effectiveness. Respectfully assert your expertise to guide the discussion and ensure your insights are considered.

If your boss resists new FM practices, present clear benefits, like cost savings or efficiency improvements. Use data, case studies, or small pilot projects to demonstrate value. Address concerns by aligning the changes with their goals. Be patient and open to feedback, fostering a collaborative approach to implement changes gradually.

Hoje em dia é difícil nas organizações(independente do tamanho) que os administradores e gestores não saibam o que é Facilities Management. A coisa mais importante nesse tema é desmistificar que a área de FM é apenas custo, na realidade uma área bem estruturada de FM ela terá condições de trazer bons resultados para a organização principalmente naquilo que não é o objetivo da empresa. Acho que após a apresentação de um bom projeto de implantação de FM na organização, os gestores que ainda tenham dúvida em sua implantação começaram a repensar seus conceitos.

I'll take a step back and try to understand the exact concerns my boss has. It’s a good idea to have an open conversation about the reasons behind their hesitation, whether it's related to budget, fear of change, or unfamiliarity with the new FM practices. Once I know their perspective, I’ll be able to present the benefits in a way that addresses those specific concerns.

Gather data and evidence that demonstrate the benefits of the new FM practices, such as cost savings, improved efficiency, or enhanced customer/employee satisfaction. Present a well-researched and compelling case.

Reservation from senior management for any change is often a usual challenge A) Sit with all stakeholders , present your crisp presentations study , at appropriate ease of time ,make it interesting, with details and example, data should be appropriate and understandable. C) let all stakeholders come to an agreement ,no reason to panic initially , write down their disagreement if any for further study and re presentation D) While building up the case study at times we may find rejection straightaway from any of the members ,take separate time with him / her for discussion, this might resolve the issue at times one need its own space to understand the case and oblige it once they get the right understanding

Offer Solutions: Address any specific objections by proposing solutions or compromises. For example, if cost is a concern, suggest a phased implementation. Seek Feedback: Ask for their input on the plans. They might have valuable insights that could improve the proposal. Showcase Success Stories: Provide examples of other organizations that have successfully implemented similar plans to illustrate potential positive outcomes.

A primeira coisa que deve ser feito é entender o que a empresa precisa, quais são os pontos de desvio que está atrapalhando o negócio. A partir daí elabora-se projetos específicos para a correção da rota, envolve todas as áreas e elbora-se um cronograma factível e real de acontecer. Importante ressaltar que para acontecer qualquer sucesso no projeto o comprometimento da alta direção é de suma importância.

Baby steps are incredibly useful. Start with something small, show the results, and you’ll see some smiles! Then, gradually take on bigger tasks. Change always begins with small steps.

Managers share a common language, The financial impact. In the fields of Asset Management, maintenance is often perceived as a cost burden rather than a benefit. If your boss resists new FM practices, start by understanding their specific concerns. In your next discussion, clearly outline how the practices will benefit the organization, emphasizing ROI. Show how they will improve efficiency, reduce long term costs, and provide financial gains. Share success stories from other organizations that have successfully adopted similar practices and suggest a pilot program to demonstrate potential benefits on a smaller scale. Maintain an open dialogue, addressing any further concerns with additional information or adjustments to your proposal

Propose a pilot project or a small-scale implementation of the new practice. This allows your boss to see the benefits without committing to a full-scale change.

Instead of proposing a large-scale overhaul, suggest a pilot project or a gradual implementation approach. This can help your boss see the value of the new practices in a more controlled environment.

Ignorance and arrogance are never the same. Ignorant leaders are of not knowing. Arrogant leaders know. Hence communicating to bosses or leaders is best when done verbally above written. Create the time, the space, a witness, the patience and listening skills to present the changes you wish. Ensure there is a benefit sharing opportunity so your boss or leader becomes part of the success. Most times I start at the outcome and present backwards ie: This is what success looks like presently and this is what success looks like with changes and put his or her photo congratulating the teams. Good luck.

This is like "The more we learn the more we more we realize how little we know " And this is our problem now days we actually don't know what is required to known. Facilities Management is not a traditional approach now, it's need of era to manage it smartly through customized softwares. We have to let them know the value addition with FM modernization : 1. Transparent Processes 2. No team's monopoly or biasing 3. Time management 4. Cost optimization 5. Analytics and real time data 6. Better tool to manage teams performance. 7. Real time Feedbacks after every service. 8. Budgets , procurement, stores monitoring 9. Asset reports and potential maintenance needs. 10. Sustainability tracker ( energy, water, CO2, Fuel etc.) 11. Checklists

Clearly explain the new FM practices, their implementation process, and the expected outcomes. Use simple, understandable language and be willing to answer any questions or concerns.

Identify supporters within the organization, such as other managers or department heads, who may also benefit from the new FM practices. Enlist their help in convincing your boss.

I recommend not seeking allies in the organization but working within the framework of your leadership. Creating descension within a department makes it hard to operate and often creates trust issues throughout the department.

Link the new practices to the broader goals and objectives of the organization. If you can show how these practices contribute to achieving key performance indicators (KPIs) or other strategic targets, your boss may be more inclined to support them.

Offering training requires a very positive attitude, especially in the hectic FM world. Schedule a spontaneous 40-minute training session and deliver it with enthusiasm. They’ll thank you later! believe me, I have been there..

Training ensures that your team and leadership are well-equipped to implement and manage new practices effectively. Here's how to approach it: -Tailored Learning: Develop training programs specifically suited to your team’s current skill levels, focusing on practical, hands-on learning. -Accessible Resources: Provide easy-to-access resources like webinars, user guides, and ongoing support to encourage continuous learning. -Highlight Benefits: Training should not only teach how to use new systems but also emphasize the direct benefits they bring, helping the team see how these practices improve their daily work and long-term outcomes.

try having an open conversation about their concerns. For example, you might say, “I understand you’re hesitant about implementing smart building technologies, but I’ve seen how they can reduce costs and improve efficiency in other companies. Can we explore a pilot project together?... This approach shows empathy while gently encouraging innovation.

Resistance often comes from a lack of understanding or fear of the unknown. Offering training sessions or resources to help your boss and the team understand the new practices can reduce anxiety and build confidence.