The facility management industry is undergoing rapid transformation, fueled by technological advancements, sustainability efforts and workforce-related challenges. The FM’s role is being upended. No longer focused on reactive maintenance, the incorporation and leveraging of smart technology demands new skillsets, fresh perspectives and an approach that embraces volatility and change with quiet calm.

A recent blog from Green Light Engineering laid out trends for FM’s future, where success is driven by those who place an emphasis on the occupant experience:

  • technologically aware,

  • strategically focused,

  • data-driven decision makers and

  • collaborative leaders.

Building a better problem solver

The ongoing churn necessitates a different approach in how we select, develop and recognize teams and the individuals who lead them. There is also a corresponding self-awareness to be reinforced in everyone. Are people resilient individuals, willing to build upon the rubric of the past to drive innovation? Do they see opportunity amid turmoil to change the status quo for the better?

In a recent LinkedIn post, innovative workplace-learning consultant Rob Cordova said, "Uncertainty is where the magic happens." It is in the unknowing, the uncomfortable, that forces people to think outside of their restrictive boxes and surround themselves with those who push those boundaries or enable creative “solutioneering.”

In a 2019 TED Talk, Natalie Fratto discussed new dynamics emphasizing a shift from previously touted benefits placed on a person’s intelligence quotient (IQ) or even emotional quotient (EQ) to prioritizing AQ – the Adaptive Quotient.

In a world where the pace of change is only accelerating, the ability to step back and assess challenges, generate options and position with optimizing solutions becomes an extremely valuable trait. These perspectives, both analytical and creative, often require an asymmetric approach to problem solving: applying new thinking to changing context.

So, what does this mean?

People must introspectively evaluate their current approach to delivering value. They need to think differently about strategic hiring and workforce development. And they need to embrace the “Thumbs” – teammates who are often underestimated, yet essential to functionality and cohesion. Just as the thumb enables the hand to grip, balance and perform intricate tasks, these individuals provide the quiet strength and versatility needed to navigate complexity.

Rapidly evolving technology and shifting workforce dynamics emphasize the need for adaptive, grounded individuals. These are the people who offer balance amid constant change, integrating new approaches with thoughtful perspective and steady execution – they are the Thumbs. 

Their indispensable value lies not in loud innovation or attention-seeking, but in their ability to connect moving parts, support collaboration and translate ideas into action. They work across traditional lines (i.e., the “Fingers”) to enhance connectivity, improve effectivity and ensure a more holistic – if not unique – approach is considered. In an environment where agility is prized and disruption is constant, it is often these steady contributors who make change possible.

The power of Thumbs

Unlike roles that are rigidly defined or highly specialized, Thumbs are uniquely adaptable. In times of transformation, they adjust their grip when needed, apply just the right amount of pressure and create the conditions for others to succeed. They are often the bridge between vision and reality. While trendsetters may set the direction, it is often these steady, flexible contributors who make forward movement possible.

Thumbs-up is a silent gesture of approval. As the future of work evolves, perhaps it is time to give the Thumb its due as a quiet force behind progress. In FM, Thumbs will inherently understand the need to connect functional capacities across traditional real estate, maintenance and cyber-physical infrastructure. In the face of new challenges, they will bring fresh perspectives to garner innovative solutions.

Recognizing the value of Thumbs holds particular relevance in the field of FM, wherein professionals must continuously adapt to changing technologies, sustainability mandates and evolving occupant needs. The Thumb’s value is relevant in an industry defined by behind-the-scenes coordination and constant problem-solving. It is often the steady, responsive individuals who keep operations running smoothly, ensuring safety, comfort, efficiency and compliance without disrupting the flow of business.

The evolving demands of FM do not just call for operational expertise; they require the ability to turn overwhelming volumes of data into sound decisions. This mirrors the DIKW hierarchy — a conceptual framework popularized by systems theorist Russell Ackoff — which outlines the transformation from data to information, then knowledge, ultimately to wisdom.

Counting on Thumbs

In FM, sensors, dashboards, maintenance records and building analytics generate vast amounts of raw data every day. But it is the skilled professionals — often working behind the scenes — who can turn data into informed action, anticipate system needs and apply contextual knowledge to guide sustainable and cost-effective decisions. They also recognize that system connectivity requires protective mechanisms for cyber safety and can enable communication with the right functional leads across an organization to address potential vulnerabilities. These Thumbs of the operation do not just hold things together; they quietly power the wisdom that drives better buildings, safer spaces and smarter systems.

In this light, FMs are more than operations specialists — they are adaptive decision-makers who serve as vital interpreters between technology, environment and human experience.

By acknowledging the power of the Thumb, organizations are encouraged to rethink how they define leadership, contribution and value. Elevating the role of those who listen carefully, adapt swiftly and support others with intention not only builds more resilient teams, but creates cultures that are better prepared for the pace and pressure of modern work.

In hiring, this means seeking out individuals who may not be loud self-promoters but demonstrate composure under pressure, cross-functional collaboration and the foresight to anticipate and resolve issues before they escalate. These Thumbs are the professionals who bridge departments, align vendors and integrate technology without fanfare; yet their work is foundational to performance and tenant satisfaction.

FM organizations can benefit from nurturing these qualities through professional development, mentorship, scenario-based training and rotational programs that build broad, adaptive skill sets. Leadership in FM is not just about rising through the ranks, it is also about being able to flexibly support a system that is always in motion, while staying grounded in operational realities.

As the pace of change accelerates, organizations must recognize the professionals who provide stability while enabling forward movement. In FM, these individuals are the Thumbs of the operation: connecting parts, adjusting pressure and making systems work in real time. They may not always be the most visible, but their versatility and operational insight are essential. For leaders, this means redefining how we assess value — not just by output, but by the ability to integrate and adapt. For organizations, it calls for hiring with foresight and developing talent across silos. And for individuals, it is a reminder that impact often lies in how well people support, align and execute. In the end, progress depends not only on direction, but on the people who make the grip possible.