On an Island

Technically adept FMs are often identified as leaders who are then promoted to oversee larger property portfolios, which necessitate teams of people. Suddenly an FM who may have been responsible for a single property is faced with a multiplier challenge: multiply the number of properties, multiply the geographical area, multiply the number of FMs and people delivering services.

This multiplier challenge quickly becomes a moving feast, which can be overwhelming.

Rather than seeing this feast as a confrontation, the FM should see it as an opportunity. There is only one way to eat an elephant, the proverb goes: one bite at a time. FMs can take their bites by focusing on these three core areas:

1. FMs leading other FMs across geographically dispersed areas should ensure the team lands the basics. Stay across the operational detail without micromanaging.
2. Carve out time to think strategically. Being deliberate will ensure it happens; and make no apologies for providing space for this activity.
3. Lead with empathy. FM is a people business. Understand people's need for flexibility and work life balance. Provide moments for reward and recognition and give positive, constructive and timely feedback.

Breaking this down further, FMs in positions leading geographically dispersed teams can implement these 10 key techniques and strategies.

1. Goals, performance metrics & key performance indicators (KPIs)

Management guru Peter Drucker once said, “What gets measured, gets managed.” Without an objective and ways to gauge progress in meeting it, the team will lose their way. Experts agree that goals should be SMART (specific, measurable, achievable, relevant and time-bound). Using this methodology enables leaders to set performance metrics and KPIs, which leaders can then use to measure the success of their teams, even when they are geographically dispersed.

When communicating targets and metrics, leaders should be clear, consistent and concise, also known as the three Cs. Doing so will avoid confusion about expectations and will engender trust, as teams always appreciate transparency from their leaders. Be authentic when delivering the goals, metrics and KPIs. Bring the team on the goal-development journey and be clear when setting expectations: meeting goals results in a reward; not meeting them will not. This simple approach will engage the team and naturally instill a desire to consistently improve their performance.

Typical FM goals relate to work order completion, on-time performance, spend-to budget and savings, sustainability and customer satisfaction. All of these can have clear measures associated with them that can be tracked over time, allowing the team to decide on and monitor improvements, while celebrating successes when things go well.

2. Technology integration

Larger portfolios that are geographically dispersed come with large volumes of data. Work orders can number in the thousands and depending on the type of property or its location, many of these can be deemed critical, requiring a fast turnaround time for investigation and resolution.

Technology allows these volumes to be handled methodically, consistently and with an appropriate level of urgency. For larger portfolios across geographical areas, a computerized maintenance management system (CMMS) is fundamental. Ensure that third-party suppliers who support the delivery of services can interact with the system directly.

A system of this nature will ensure that work delivery can be tracked remotely and efficiently, allowing FMs to prioritize performance outliers, rather than the moving feast. FMs can also use time to oversee service quality by reviewing service sheets, completion notes and data insights.

Other technologies can help deliver strategic outcomes. For example, Internet of Things (IoT) devices for cleaning activities or desk bookings can empower FMs with data insights to make strategic decisions around service delivery levels, ramping up or down as required when occupancy levels shift. Technology can be the eyes and ears of FMs overseeing geographically dispersed portfolios, providing comfort that works are being undertaken as required to meet statutory obligations, lease requirements and customer needs.

Leaders should prioritize technology training for their teams so that it can be an enabler of success. Setting clear expectations around the use of technology and how it can improve results will ensure that teams are engaged appropriately and should, in turn, drive enhanced productivity and collaboration.

3. Communication strategies

Leaders overseeing geographically dispersed teams must ensure that their people feel connected to the whole. A lack of connection can lead to a lack of purpose and potential loneliness – especially if they are in a remote location, or a lone ranger. Leaders can overcome this by exploring effective communication tools and technologies to bridge the gap between team members in different locations.

Leaders should schedule regular team meetings, using video conferencing technology and the three Cs to ensure everyone is on the same page. Consider running a weekly stand up with the whole team to recap the week that was and the week that is to come. Introduce new team members and bid farewell to those who are leaving. Celebrate birthdays and achievements. Make one-on-one meetings compulsory for all team members and their leaders, ensuring they happen at least once every two weeks. These touch points will deliver consistency and connection regardless of the geographical locations of the team.

4. Team-building activities

Teams that connect on a deeper level are more engaged and effective. Leaders should encourage this connection, which can be provided without having to be in person. There are several virtual team-building activities that can strengthen the bond among team members who may not have the opportunity for in-person interactions. Some examples include sharing check-ins at team meetings (share a funny story from the week before) or virtual escape rooms. These activities foster a sense of camaraderie and trust within the team.

5. Cultural sensitivity & diversity

For organizations with multiple international locations, leaders must be sensitive to cultural nuances present in their teams. It is not a question of whether these will arise, but when. Leaders can use this as an opportunity to foster a culture of inclusivity and diversity, through being open to and embracing different communication styles. For example, some cultures have a more direct and straightforward style of addressing problems, while others prefer to focus on the relationship and take a more subtle and reserved approach.

Leaders should share strategies for promoting cultural awareness and sensitivity among team members. This diversity can also be celebrated in a fun way, such as developing a cultural cookbook with the team during days of significance. Such activities allow team members to share a part of their culture that is tangible, personal and engaging.

6. Flexibility & work-life balance

When teams are geographically dispersed, they will often be based across time zones. For leaders, this can mean opportunities for interaction and engagement not within local business hours. To accommodate, leaders should directly address the need for flexibility in work hours and discuss strategies for promoting a healthy work-life balance.

Leaders can explore ways to accommodate different time zones and scheduling constraints without compromising productivity. Good examples include recordings of key meetings like town halls or allowing team members to start late or finish early when they must attend a late night or early morning meeting, or when they had to travel.

7. Training & development

As philosopher Mortimer Adler famously said, “the purpose of learning is growth, and our minds, unlike our bodies, can continue growing as we continue to live.” Successful FMs should embrace a learning mindset, and leaders should encourage it. Geographically dispersed portfolios offer many opportunities to learn. Be inquisitive and ask questions. What is the difference between each jurisdiction? How does our approach differ?

Geographically dispersed teams can create challenges in providing consistent training and professional development opportunities; however, leaders can consider virtual training programs and mentorship initiatives to bridge that gap. Leaders should ensure these programs are structured so they focus on individual development desires and needs. A one-size-fits-all approach will not be successful. Consider the framework and accessibility of the program as a priority; then encourage the team to get involved individually. This approach will make them feel heard and engaged.

8. Risk management & security

Leaders must never lose sight of their teams’ safety and security. Situations can change quickly in some geographical locations for many reasons including political upheaval, community disturbance or instances of violence. Leaders should proactively discuss the potential risks associated with both their people and the facilities they manage. Leaders should conduct scheduled risk reviews and ensure that security concerns are monitored, while also ensuring emergency response plans are updated.

Robust security measures and protocols are important to protecting people, physical assets and data. The best time to prepare for an incident is when it is quiet.

9. Leadership & empowerment

Considering the volume of work that can be generated across a geographically dispersed portfolio, leaders cannot expect to be directly involved in everything that is happening. Micromanagement leads to burnout and team member distrust. Leaders should presume trust with their teams and explore leadership styles that are effective in managing dispersed teams, typically characterized as valuing individual empowerment and autonomy.

Goals, metrics and KPIs afford leaders a level of control. They can be used to monitor overall performance and identify issues. Leaders can inspire and motivate team members, even from a distance, by providing them with the latitude to deliver what is expected, while giving support when needed. A helpful leadership technique is to know when to be directive and when to be consultative. If the team is confused and needs guidance, a directive can be helpful; but move quickly to a consultative approach to empower the team and help them course correct if needed.

10. Adapting to change

The best FMs are calm, especially when confronted with change or crisis. Teams that are geographically dispersed come with frequent change and crises. This requires agility from leaders, as they may be required on multiple fronts at once. On any single day an FM leader could be confronted with a cyclone in one area of their portfolio, a people issue in another and a systems outage somewhere else.

Regardless of the situation, the team should expect composure. Being calm, confident and in control can help the team remain focused on the issues at hand, rather than distracted by emotional aspects. Leaders can hold space for these emotions but should know when to refocus the team, reassuring them of the path forward. Leaders can address uncertainty associated with change by communicating with their teams frequently, timely, and with clarity, consistency and conciseness.

This approach, combined with the other strategies presented, can turn the challenges of leadership across geographies into a successful and rewarding experience.