FMJ - May/June 2017

Implementing Your MSS

Casey Martin & Laverne Deckert 2017-05-12 03:10:54

Part 2: Leadership Commitment This is the second part of a 5-part series of articles that will break down the International Organization for Standardization (ISO) management system process for you. In Part 1, “Establishing the Boundaries of Your MSS” in the March/April 2017 issue of FMJ, we discussed Clause 4 of the ISO’s harmonized management system standard (MSS), Context of the Organization. Perhaps you have a greater understanding of the context of your organization, and you have selected a management system standard that you believe is right — but you’re asking yourself, “What’s next?” In Part 2, we will talk about Clause 5 and gaining leadership support. Successful implementation of any management system requires more than a commitment to resources. There must be a commitment from top management to the discipline and change required for compliance to an MSS, and a willingness to champion the adoption of the management system by all affected stakeholders. Engagement of stakeholders through top management influence and relationships will be required for the organizational evolution that is inevitable as a result of ISO certification. TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP It is well documented that leadership affects organizational behavior. Transactional leadership relies on contingent reward and management by exception. This leadership style focuses on holding resources accountable to meeting job requirements by rewarding the completion of predetermined job tasks and punishing undesirable actions, while intervening only when preventive or corrective action is needed. The relationship with employees is viewed as a contractual obligation, often in terms of tangible monetary or quantity metrics, such as number of hours spent in the office, widgets produced, or cost per hour for services. While this may appear to be the right leadership style to lead the implementation of a management system, this style can be limiting as it relies on extrinsic motivation. When the reward is removed or no longer a strong enough driver, performance suffers. Transformational leadership is enacted through compelling influence, inspirational motivation and intellectual stimulation. This requires a charismatic visionary who is able to articulate a common vision and inspire new and creative ideas, while encouraging stakeholders to question existing processes and procedures. This leadership style is what is needed to champion the ISO certification quest. The relationship with employees is personal, customized to leverage individual strengths, passions and future career goals. Transformational leadership taps into intrinsic motivators to drive behavioral change. It evokes commitment through a shared vision and dyadic relationship that benefits the employees through valued engagement and career development, while actively and authentically participating to support the leader in the achievement of organizational transformation, adaptive change and continuous improvement. Once a champion is in place, support from the top management team is needed to break down internal formal and informal barriers, commit resources and establish accountability for the effectiveness of the management system standard. The top management team will also serve as the organizational compass, providing clarity for the strategy and direction to internal teams and resources. WHY DO WE NEED LEADERSHIP COMMITMENT FOR ISO CERTIFICATION? No implementation of a business process, much less one of the magnitude of an MSS, would be successful without leadership support from the organization’s top management team. Embarking on a journey to achieve ISO certification is much more than documenting existing processes and policies to obtain a new trophy. The ISO certification process will collectively change behaviors and activities of all internal stakeholders. The attitude of the leadership team will determine the culture, motivation and behaviors that surround the implementation and the realization of the benefits of an MSS. Top management and the organization must share the prioritization of the MSS and the common goals of implementing it. The ISO journey will set in motion: • Organizational change • Organizational culture shift • Development of a learning organization to support continuous improvement WHAT EFFORTS WILL LEADERSHIP LEAD? "THE TASK OF THE LEADER IS TO GET HIS PEOPLE FROM WHERE THEY ARE TO WHERE THEY HAVE NOT BEEN." — Henry A. Kissinger Establishing the goals of the MSS is a critical component for building a shared vision for the success of the process with which all stakeholders can align. Top-level management is responsible for identifying the goals of the certification process and aligning them with those of the organization. Transformational leaders are necessary to motivate stakeholders through a shared vision of the ISO objectives and the link to stakeholder efforts to achieve that vision. Organizational commitment is recognized as the voluntary participation and willing cooperation of individuals within an organization. When employees believe and accept the organizational goals and identify mentally and emotionally with the objectives, then organizational commitment ensues. Commitment and unity of purpose are results of effective leadership. Organizational culture shift Aligning organizational behavior to a new vision is no easy task. Embedding the new principles of an MSS into an existing culture requires unrelenting, authentic and collaborative attention, even devotion, to the cause. This initiative is a long-term commitment to a cultural shift toward engagement, alignment and continual improvement and will require strong leadership and the support of the top management team to achieve its goal. Organizational change The ISO journey will require consistency in business processes across multiple departments. For some, there will be a departure from old habits and the familiar way of doing things. There will be engagement with new departments and new team members. New processes and procedures can be scary. Transparency and collaboration may be new and unsettling. In an age where many want change, but few are wanting to be changed, transformational leadership is essential for aligning people with common goals and implementing new processes and procedures to achieve them. Continuous improvement A culture of continuous improvement proactively drives a learning organization to improve performance through changing financial, cultural and political landscapes. While it is considered by many to be a mindset, organizational learning is the improvement of activities from applied knowledge and understanding. This learning can come from various sources, including analysis, experimentation, routine work or interaction with others. As engaged and committed internal stakeholders acquire more knowledge and share information collaboratively, the culture of continuous improvement will synthesize new learning into performance improvement. However, the formation of a learning organization and a culture of continuous improvement must be enabled, supported and promoted by committed leadership. WHAT DO FMS NEED TO DO TO GET LEADERSHIP SUPPORT? The existing culture of an organization was established by leadership, and so it follows that they would also need to lead the charge to change it. So how do we, as facility managers, convince leadership it needs changing? The expertise of a facility manager is not always self-evident. Reinforcing one’s experience, skillset and knowledge base required to be a competent facility manager builds credibility and enhances authority for decision-making. You can do this by achieving professional credentials or certifications. As a facility manager, you will need to persuade horizontally and vertically to gain the indispensable organizational support required to implement an ISO management system standard. There are two pieces to this puzzle that need to be understood. 1 Based on quantifiable data, such as the percentage increases in system and facility reliability, total cost of ownership savings, reduction in labor hours required to respond to reactive work, customer satisfaction survey results, etc. Presenting the value proposition in terms of each department’s benefits or of the organization as a whole should be done in terms of real, achievable goals. 2 Gaining internal stakeholder support is the persuasion component. When people are involved, they need to be convinced that the goal is worth their investment of time and effort. Facility managers should be prepared to demonstrate how compliance with a management system will help the organization achieve its objectives and manage internal and external drivers such as globalization challenges; new resilience and security demands; and workplace evolution. Facility managers should be able to show how an MSS can help to identify and minimize potential risks to customers and clients, provide quality assurance of FM service delivery, and provide common ground for performance evaluations that in turn creates greater transparency and garners public trust and stronger investor confidence. Documentation or case studies from comparable organizations can be used to demonstrate results from similar initiatives. Peer persuasion derived from the successes of competing market organizations is also an effective tool for providing objective and credible examples of what your own organization can achieve. IN SUMMARY The implementation of an ISO management system standard should be considered an essential tool that facility managers turn to in order to ensure a robust process through which to design, manage and drive continual improvement of their FM organization. However, the journey to ISO certification will ultimately create change in the organization to which it is are both productive means for eliciting support from management and peers. For the change to be impactful in a positive and lasting way that fulfills the intended outcomes, it needs to be integrated within the culture and daily processes of the organization, and it should permeate internal departmental barriers. To achieve this result, facility managers should identify a transformational leader to champion the effort as a long-term, committed team member supported by the top management team. ECONOMIC BENEFITS OF STANDARDS ADOPTION/IMPLEMENTATION The benefits of standards are well documented and have been proven across aspects of various organizations. Research by the BSI Group in 2015 surveyed businesses across market sectors to evaluate the impact of standards at a microeconomic level. Of the companies surveyed, 84 percent said that using standards enhanced their reputation; 89 percent said that standards contributed to the optimization of compliance with regulations, such as health and safety legislation; 54 percent reported that technical information was made more accessible through the implementation of standards; and 70 percent felt that standards had improved the quality of supplier products and services. – Jim Whittaker CASEY MARTIN has more than 20 years of building industry experience and is currently engaged in the asset management strategies practice at Jacobs Engineering. In this role, she consults with private and U.S. federal institutions, providing full life cycle perspectives throughout project development stages. Her approach considers important long-term views such as total cost of ownership, reliability-centered maintenance practices, operation strategies, and processes and policies to align asset management with business and mission objectives. LAVERNE DECKERT has been with IFMA since 2012, leading projects that focus on the strategic elements of FM. In her current role as a Standards Specialist, she serves as the U.S. Technical Advisory Group Administrator on behalf of the American National Standards Institute for ISO/TC 267, Facilities Management and promotes awareness of FM standards through education, presentations and publications. She has also served as project lead for IFMA’s publications, “Facility Management Trend Report: Emerging Opportunities for Industry Leaders,” “High Stakes Business: People, Property and Services,” “Redefining the Executive View of Facility Management” and the “2016 FMJ Special Edition On Standards.”

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