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FM in Action


Contracts – how to delight the client


More and more organisations are looking to consolidate their FM in order to reduce cost whilst maintaining or enhancing service levels. This is a good thing for the industry, but getting it right from day one is sometimes a tricky task. Wayne Tantrum offers some advice


H


aving been privileged to judge the Partners across Borders awards for the European Facilities


Management Association (EuroFM) for a number of years, I have seen a lot of the work of best-in-class FM providers and their clients. So what does a service provider have to do not only to win a major contract but also to delight the client? To answer this, a number of key differentiators need to be considered that offer an edge when managing a client’s portfolio. Before we look at these areas, there are four underlying principles that I would like to suggest based on my observations from working with all types of FM organisation: 1. A leader with vision, inspiration, passion and integrity will always achieve great things.


2. People will follow a leader who inspires them.


3. You get things done by injecting enthusiasm and energy into operational delivery teams.


4. There is no substitution for hard work.


Now let’s look at some of the key differentiators that the FM providers should consider to delight the client.


1. Leading with vision, inspiration, passion and integrity Start with the development of a clear and shared vision, a view of the future


that will excite and convert your staff. This vision should be developed by the account director, his or her senior account team and include the client. The important factor is that the account director, senior team and client buy into the vision and objectives they identify ‘hook, line and sinker’. You need to consider doing this at the earliest opportunity and, if at all possible, before you even have the contract. The next step, which remains a constant, is to ‘sell’ the vision. This takes great energy and commitment from all those involved. Few people will immediately engage with a new vision, and some will join at a much slower pace than others. The account team must take every opportunity and use whatever works to convince others to join the programme. In order to create followers, the account team has to be very careful in engaging trust; their personal integrity is a critical part of the package they are selling. In effect, they are selling themselves as well as the vision. The final stage is to ‘lead the charge’. Leaders are always visible and will stand up to be counted rather than hide behind their troops. So here is where you need a strong account director to be that leader. They demonstrate by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally the rest of the team, constantly doing the rounds,


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