Page 45 - CIJ May 2024 Digital Edition

FACILITY MANAGEMENT

employee productivity and Crafting
retention thus illustrating
how it directly impacts the Compelling
company’s bottom line. Narratives
• Developing trusted FMs need
relationships with C-suite to go beyond
leaders through regular just presenting
communication, understand data -- they
their priorities and proactively need to weave
bring forth ideas aligned with narratives that
their goals. directly tie facility
• Building strategic partnerships needs to business
with other business units goals. When proposing
like HR, IT and Finance and sustainability investments,
creating coalitions through it helps to highlight potential HARD NUMBERS, ROI
transparent knowledge sharing. reductions in energy costs and CALCULATIONS AND
enhanced brand reputation. They
• Leveraging data, metrics, and must tell a story about how their OPERATIONAL RISKS -
business cases to substantiate initiatives ultimately enhance QUANTIFYING IMPACT
FM’s impact and significance revenue growth, improve margins, IS KEY FOR LEADERSHIP
by providing cost-benefit or mitigate risks in order to make BUY-IN, RATHER THAN
analyses, benchmarks, and it clear that they understand the
continuous improvement leadership’s KPIs. GETTING LOST IN
metrics. TECHNICAL JARGON
• Demonstrating that FM Meeting Executive Aravind Ramaraju
teams are essential partners Expectations
in the execution of strategic
directives requiring change To instil confidence, FMs businesses they support. They
management. must present comprehensive will be better served by not just
implementation roadmaps,
As the International Facilities flagging potential obstacles and reacting to circumstances but by
Management Association (IFMA) having risk mitigation plans. anticipating future needs.
recommends, “Build competencies Business leaders do not expect Aspiring FMs should seek
around stakeholder engagement, perfection, but they will see out training opportunities and
communication planning, training, FMs ability to deftly navigate constantly upskill to communicate
and resistance management. This challenges that arise. effectively. They need to take
elevates FM’s credibility.” ownership and tenaciously push
Ultimately, earning a seat at Building Long-Term for their seat at the leadership
the leadership table is about Strategic Influence table.
relentlessly proving FM’s Sustaining leadership’s As Indian corporations continue
indispensable value to the trust requires an ongoing to mature, seamless FM-
enterprise. It requires strategic commitment to deeply leadership collaboration will be
communication, quantifiable understand and proactively crucial for optimizing workplace
performance, and the vision to support the organization’s effectiveness, retaining talent, and
proactively align with overarching direction. Continuous two-way driving competitive advantage.
business mandates. Simply having communication is key, providing By bridging communication gaps
a seat at the table is not enough, leadership with regular updates through strategic outreach and
however. FMs must speak a and course-correcting when continuous alignment, facility
language that resonates with priorities shift. FMs need to be managers can cement themselves
leadership’s mindset and priorities. as agile and future focused as the as indispensable business partners. CIJ

Clean India Journal•MAY 2024 45
www.cleanindiajournal.com