FACILITIES SHOW PREVIEW
of the possible. It’s similar in sport. You need to appreciate that in order to win, you sometimes might need to compromise or adapt on what it takes to achieve the right result.”
Central to this is communication, in FM that means communication up and down the supply chain with the client and with the service teams on the ground. For Tim this is all about leadership, but it is also about surrounding yourself with the right people.
“YOU NEED
TO APPRECIATE THAT IN ORDER TO WIN YOU SOMETIMES
MIGHT NEED TO COMPROMISE.”
“You need positive people, not just talented, because negativity can spread very quickly. But you need to be 100% clear from the outset about the goals you are all trying to achieve and you have to get the buy in from the whole team,” he says.
That means pulling together the right skills and personalities to form a high performing team. In sailing just as in FM, it is usually a team effort that is the most successful. So, establishing a positive team ethos is vital. It means being direct and honest, when necessary, but with no blame culture. It means that everyone from the top down has to be willing to accept criticism if it is helping to achieve the overall objectives.
This is a different form of leadership to many FM service providers. Many organisations claim to have a culture of openness, honesty and ownership of problems, but few actively pursue it. But Tim is passionate about this approach – he has seen first-hand in top level sailing competition as
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an athlete and coach that it brings results. He himself won gold medal at the World Championships in 1993 with Ian Barker in the 505 class. But is an approach that requires a light touch as well.
“You have to respect what everyone brings to the team – client, finance team, M&E technician, project manager or cleaner – and as a leader that means diplomacy, tact and most importantly celebrating success,” says Tim. “You have to bring people with you – that’s what leadership is all about. That means remembering what we are all trying to achieve and making a special point of praising people when you get the right result as you tick off your goals en route to the main objective.”
Tim Hancock’s current objective is to establish O&G as a challenger to the accepted big players in the UK FM sector and then take it global. Now as part of the fast growing $100m Tenon Group, O&G is successfully competing against larger national players and pursuing an ambitious growth strategy to move from its current base to £100M inside five years.
He is restless to keep on improving in work and sport. Three world titles, two Olympics, Race Officer for the Star/ Finn course at the 2012 Games (celebrating first hand with Sir Ben Ainslie when he won gold) and achieving consistent success in the business of FM is not enough; not yet anyway.
Tim is also looking ahead to Rio and as a chair of WPNSA he is seeking to transfer his FM experience of successful business growth strategies and general management for high turnover FM companies in its evolution as a serious international sports facility. But he is also keen to keep things in perspective.
“Everything I do is about successful teams. To work well teams need leadership, but a sense of positivity and a sense of fun too. I’ve been fortunate that in sport and FM I have met a lot of great people, many of whom have taught me a great deal. What’s more I have had a lot of fun but I don’t take any of it for granted.”
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