FM Professional V1 Issue 3 Janua : simplebooklet.com

Ho p e y 'all lik e it . Ha ppy New Yea r!MESSAGE FROM THE PRESIDENTAT IFMA?S WORLD WORKPLACE CONFERENCE in 2016, while I was in the middle of presenting my session, ?Learning to Surf Chaos Instead of Drowning in It?, a voice in the audience shouted, ?You should join the Corporate Facilities Council as our programs chair!? Of course, the room erupted with laughter as those in chapter leadership know all too well, ?A.B.V.? ? always be ?voluntolding? if you want to keep your succession planning vibrant. Aggressively pursuing a candidate for committee chair or leadership is so commonplace in our components, that no one batted an eye when this very public entreaty occurred. In fact, after the laughs subsided, the room silently turned to me as if to ask, ?Well?? It turns out that person was Sue Thompson, CFM, who was zealously and unabashedly advocating for our council. There was a thousand-yard stare coming back from her, dead center in the room and, momentarily hypnotized by a savvy component leader, the following words escaped my mouth, ?I guess I?m in the Corporate Facilities Council now.? The audience, upon hearing this found it all quite amusing, and Sue would forever be branded the ?Volunteer Whisperer.? Later in the conference, the council?s incoming president, Scott Rains met with me to discuss the council and where I might be able to contribute. I often joke that ?my elbow still hurts? from the arm twisting I received from Sue and Scott that day, but I am truly indebted to both of them for pushing (pulling?) me into leadership at the council which has enlarged my IFMA family. Since 2016, I have had the opportunity to work with some lovely, talented people in the council and experience a camaraderie that has made IFMA even more precious to me. Anyone who has attended one of my sessions at World Workplace, Fusion, or at their chapter or council meeting will hear me explain why I ?do what I do? at IFMA in the following way. I care about the person ?inside the FM.? After nearly twenty-four years in IFMA, nearly all my closest friends are from this organization. These are intimate friendships forged in the fires of component leadership and supporting each other personally and professionally over many years. They are relationships strengthened by sharing struggles at work and long vulnerable conversations about suffering and success. They come from sitting down to dinner with your FM friend and watching her spend the next hour and a half fielding phone calls as she referees a critical security issue between bites of steak. It comes from an FM who has become like a sister calling you on Sunday morning about a water intrusion that has taken out her data center and asked if you could come support her when the sky is falling. I have come to deeply respect and care for my IFMA FM family. I guess if Sue can be called the Volunteer Whisperer, that must make me the ?FM Whisperer.? It is this admiration and understanding of our members that has guided my journey at the council to my new role as President and a comprehensive rebranding of our council.In the years leading up to my role as President, the council was undergoing what long-time council leader and my friend, Joe Selby, CFM, would accurately refer to as an ?existential crisis.? Joe was sounding the alarm on our council?s challenges for quite some time. Once Covid hit, that alarm was deafening. Our council, IFMA?s largest, had a major problem: We did not know why we existed

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as a council, and therefore, had little to direct our activities and initiatives. Prior to the pandemic, our council was well-known and praised for our primary outbound offering, the heavily attended First Wednesday Webinar series. After the pandemic, webinars have become ubiquitous white noise. Seriously, who wants to get on yet another Zoom meeting at this point? We also had an award-winning magazine, ?Facility? that dutifully chugged along for a couple of decades, but our editorial staff was struggling to secure contributors and columnists around a defined council theme and purpose. We were drifting. The council has had so many dedicated leaders over the years who have recycled through roles and carried the council with limited resources and volunteers making burn out a legitimately serious concern. As a result, we came together as a team and asked some hard questions about our reason for existence. We asked how we could better serve and align with IFMA HQ. We explored how to best serve IFMA?s members in ways that would add value to their lives and career. We looked at the IFMA landscape of councils, communities, and chapters and looked for the area where we could make the maximum impact. The result of those discussions created a fundamental and seismic shift in our council?s mission, purpose and the following defining activities and behaviors.- We focus on the ?M? in ?FM.?- The IFMA Corporate Facility Council?s mission is to assist Facility Managers in navigating their career journey with leadership skills training, peer mentoring, and specialized education.- The Council acts as a two-way conduit supporting the ?Five C?s? of the IFMA ecosystem of Chapters, Councils, Communities, Conferences, and Certification. - We are chartered and affiliated with IFMA International and wholeheartedly align with and champion IFMA?s strategic initiatives and governance. We are a part of the greater IFMA body and always defer to IFMA International?s guidelines, strategy, and understand that we are here to serve IFMA International and its members in accordance with this affiliation, not the other way around.- The CFC is 100% aligned with IFMA HQ?s initiatives and we are an additional and complimentary way for IFMA International to serve its members. It is our responsibility and good pleasure to shout IFMA International?s message ?further down the canyon.?- Our council should enhance the chapter-level experience for members in positive ways that benefit local chapters with additional dues-paying members, sponsorships, tours, and access to diverse FM experiences and career-enhancing opportunities.- The CFC will never promote membership to its council over membership to a local chapter. Local membership is where relationships form that strengthen our association and make IFMA special and unique among other industry associations.- The CFC will never schedule a time-based event in an area that would conflict with a local chapter ?s scheduled events. If any such event were scheduled, it would be with and through the local chapter?s events/programming team with their input and blessing. We will never dilute the chapter?s attendance draw with a conflicting CFC event.Our council?s rebranding connects the list above with real world actions through the following council initiatives:Tw ice annual CFM Exam Pr ep ClassesOur council will hold two CFM prep classes for up to fourteen students each session at low/no cost to the attendees through our sole Titanium Sponsorship level contributor. We have held our first class in early 2024 and three of the attendees have already passed their test with the others soon to follow.FM Prof essional Magazin eNowhere else is the shift in our council?s focus more apparent than in the name of our council?s magazine. Our prior magazine was titled, ?Facility Magazine? and broadly focused on anything and everything facilities related. However, our new magazine embodies our theme to focus on the ?M in FM.? Not only does the title, ?FM Professional? reflect that focus, but so does the content. Readers will not encounter articles on HVAC maintenance. Rather, they will receive advice on how to manage the team that is performing the maintenance, a completely different skill set, and one that is essential for FMs as they navigate their career to higher levels of leadership and responsibility.Light housesTwenty percent of our council?s membership exists outside of the United States. Time zones, language and cultural barriers make it challenging to engage this portion of our membership from a static location. To better serve our international council members, we have begun developing ?Lighthouses? in the local area in keeping with our theme of helping FMs navigate their career. These local representatives of the CFC are first and foremost responsible for enhancing the local experience of IFMA members. This includes adhering to the guidelines and behaviors listed above. The Lighthouses are another way for IFMA International to reach and support members in their country through the CFC. Moreover, it is a two-way street offering international members a way to contribute content and diverse insights to the CFC to share with the broader IFMA International community.FM Navigat or PodcastOur council?s new podcast is launching in the fall of 2024. Podcasts are all the rage today. Our council?s particular foray into this media is with the goal of getting personal with FMs as they open up about the challenges of this profession and lighting the path for others to follow. There is always a ?person inside the FM? and that is the subject of the podcast. Just like FMs love building tours to observe and learn about another building?s operations and design, FMs long to hear about the journeys of their peers as they transitioned and struggled into new roles and responsibilities.As your President it is my hope that we add value and emotional capital to our association by keeping people first, establishing genuine human-to-human relationships that blossom into supportive friendships. When mentoring others, I often say that if you can find a well-paying job that you are good at doing, and it fulfills you at a deep level, then you have won the trifecta. However, there are those who, though they have achieved success at a company where they can use their skills, it may not ultimately fulfill them and their deeper passions. That?s what IFMA is for me. It?s that place, those people, those friends that offer that missing piece in my life. It?s a sense of belonging and an oasis for me in an otherwise difficult career field. IFMA is the place where all of my best friends are. It?s the place that has molded me and guided my career and lifted me to places in my professional life that I never would have achieved otherwise. Giving back to others in a REAL way ? not a superficial or scratch my back, I?ll scratch yours way ? is the only thing I can do after everything that this organization and in particular what my mentor and ?work dad? Kit Tuveson, IFMA Fellow, has done for me.Wayne is the President of DFS Green and the President of IFMA?s Corporate Facilities Council.https://dfsgreen.com waynew@dfsgreen.comWayne WhitzellCFM, FMP, SFP, LEED®AP, BEP, GBO, IFMA Fellow

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We welcome all our global members of the Corporate Facilities Council (CFC) and hope you enjoy this issue of FM Professional as we feature the international aspect of Facility Management. As the Global Director of Facilities for international financial trading firm R.J. O?Brien & Associates, I?ve had my fair share of global projects including opening offices in Dubai, Paris and Singapore and relocating offices in London and Toronto and managing an office in India.In this issue, I interview Brett Pletzke, Senior Facility Manager at American Institutes for Research and our IFMA Chicago Chapter?s Secretary/Treasurer on his recent opening of an office in Kenya.It is so important to stay connected with our fellow IFMA colleagues through our global CFC Council and international lighthouses. As we join our arms of IFMA and the CFC with other countries and time zones, our mission is to serve and strengthen your ties with IFMA International and enhance your chapter experience. We hope you will spread the word to other IFMA members to join our Corporate Facilities Council. We look forward to hearing your feedback.Linda Besetzny-Vice President, Corporate Facilities CouncilPresident ?s Podium 1The Editor ?s Pen 6MESSAGE FROM THE VICE PRESIDENTTe l l i n g t h e Fa ci l i t y M a n a g e m e n t St o r yINSIDEVOLUM E 1 - ISSUE 3 - DECEM BER 2024Linda's Lesson's LearnedAn Agent of Change 10Global Compliance andFacilit y Managem ent Reliance 18Profiles 7, 8, 9LESSONS LEARNED When Opening an Office in Kenya! 26Move up, Not Out 32Save Yourself from Drowning in Chaos 36Global FM: What was, still is 2214Moham m ad Arafat t discusses t he hidden benefit s of reinforcing t he im por t ance of FM st rat egies and roles.Sm art Facilities, Dum b Dat a 41Elevating Facility Managem ent 's St rat egic Value 44The 5 Pillars of Business Relat ionships 48The Plight of an Int rovert in Extrovert ed Workplace 52Select Im ages by Freepik.com

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Josh McIlw ain, SFP, LEED Green Associate, is Editor for the FM Professional Magazine, the Chair of the Sustainability Committee for the Denver Chapter of IFMA, member of the IFMA Sustainability Community, and is the owner of JayMacks Consulting, providing ?Sustainable Business Solutions for the Built Environment?, and where he works to ?Impact the World with Positive Change.? He is passionate about business strategy and helping facilities and grounds meet their sustainability/compliance goals. In his role for this publication, Josh enjoys working with each contributor to make their ideas shine, and to help promote and advance our industry.Josh?s professional career spans two decades serving facilities by working for clients in government, commercial, manufacturing, healthcare, higher education, K-12, retail, distribution/logistics, and multi-family. His background includes Sales, Marketing, Human Resources, Operations, Safety, Training, Policy, and Strategy. Josh is passionate about giving back to the community through charity, fundraising, volunteering, coaching and acts of kindness, and serves on non-profit boards to promote a variety of causes. He is a proud father to his 15-year son. For fun, he plays ice hockey, practices martial arts, climbs 14?ers, plays music and enjoys throwing clay, gardening, and cooking. He believes deeply in giving compassion, grace, and forgiveness?in turn experiencing joy, peace, and contentment. Josh McIlwain-Editor for the FM Professional Magazine, the Chair of the Sustainability Committee for the Denver Chapter of IFMA, credentialed SFP and LEED Green Associate. He is the owner of JayMacks ConsultingFM PROFESSIONALJANUARY 2025 PAGE 71. Wh at is your role at your com pan y?I am honored to serve as the Business Development Manager at ABM. ABM specializes in a range of services including janitorial, engineering, parking, and various others. On a daily basis, I am involved in solving complex challenges for our facility operating customers. No two days are the same, and I love the challenge of interacting with a wide variety of individuals from diverse backgrounds and helping to solve large scale facility management challenges.2. How has IFMA ben ef it ed your career as an associat e m em ber ?As an associate member of IFMA, I have gained invaluable knowledge and networking opportunities in the field of facility management. IFMA provides me with the opportunity to meet and build relationships with key stakeholders in the types of organizations that ABM serves. There?s always something new to learn, and I appreciate the chance to ?broaden my horizons? outside of the day-to-day.3. Wh at is your favor it e IFMA m em or y?A highlight for me was the chance to visit Denver with IFMA last year, where I was able to engage and learn from industry peers. Denver is such a phenomenal city; the atmosphere and exhibits were top-notch, and the experience gave me the opportunity to reflect on how far I?ve come in my career, but also the boundless potential I?ve yet to realize!4. How have you been involved w it h your local chapt er ?I have been actively involved in revitalizing our local chapter with the challenges we?ve faced post-pandemic. I attend as many of the events and meetings as I can and have found there?s no shortage of opportunities to participate and engage with the members of my IFMA chapter. Wherever someone is at in their career, they can find a fulfilling path to serve our community while building their network with meaningful relationships.5. How do you u nw ind and rechar ge af t er a par t icularly st ressfu l day or w eek at w ork ?As a full-time mom and wife, I find solace in activities like hiking and running to unwind and recharge after a demanding day at work. Time alone, ?off-the-clock? is instrumental for me to reset, achieve mental/emotional harmony and find perspective. It?s rare that life?s demands aren?t always top-of-mind, so I?ve found it helpful to make the time? prioritize myself? to be able to maintain that elusive balance.profileCharm onique Dom inguezCharmonique Dominguez-Business Development Manager at ABMCharm oniqueDom inguezThe Edit or 's Pen

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FM PROFESSIONALJANUARY 2025 PAGE 8FM PROFESSIONALJANUARY 2025 PAGE 91. What does bein g an IFM A m em ber m ean t o you? Being in IFMA has allowed me to meet and collaborate with peers. Whenever I?m faced with a challenge at one of my properties, my colleagues in IFMA are always my first call. Whether that is to a fellow Facility Manager to talk through my thought process or reaching out to a vendor to ask if they know someone who can help with (fill-in-the-blank). The resources of IFMA extend beyond the local chapter. From my perspective, IFMA HQ seems to have a long-term strategy to support members through their alliance partners, such as ASHE, ASHRAE, ISSA, and SAME to name a few. These partnerships facilitate the exchange of information, the advancement of the facility management profession, and the sharing of educational initiatives. This further deepens the value of being in IFMA. The bottom line is that being in IFMA means I will always have access to resources to support my organization.2. What inspired you t o pur sue a career in facilit y m anagem ent ?I didn't set out to pursue a career in facility management. The career kind of found me. Along the way, mainly through IFMA, I've met some fantastic people and continue to learn from them. 3. What is your favor it e IFMA m em or y?My favorite IFMA memory is the first conference I attended, Facility Fusion in Boston. I had only been in IFMA for a few months. I didn't know many people from my chapter, much less on the international level. Immediately, I found it a welcoming environment. I met up with some people from the Corporate Facilities Council, who invited me to a mixer, and then I met up with members of my chapter who were attending, most of whom I had never met. The friendliness and willingness of everyone to ensure I felt included was something that I had not experienced before. I look back at that first major event as how to model my behavior, especially on the local level when welcoming new members into the chapter.4. How do you un w ind and rechar ge af t er a part icular ly st ressful day or week at w or k ? I'm better at some hobbies than others. I find that woodworking really calms the mind and helps me put everything into perspective. The ability to create something with my hands and see the result of the work continues to amaze me when a project is complete. It challenges you to try different techniques as you work on various projects. As much as you can try, no two pieces are identical. The final product results from many variables, from grain pattern or the type of wood or staining to environmental variables such as humidity. It helps me remember that in almost every aspect of life and work, I can't possibly control every factor, and no matter the outcome, I can be happy that I gave my best effort!profileTravis DodsonTrena?s career spans 38 years in Real Estate & Facilities Management working in roles spanning property management, real estate portfolio management, physical security, construction, vendor management, and administration.Trena earned her CFM (Certified Facility Manager) designation in 2008, LEED AP O+M (Leadership in Energy & Environmental Design, Accredited Professional in Operations & Maintenance) Certification in 2014, and in 2018 she achieved a Master Certificate in Applied Project Management from Villanova University. Trena previously worked for PowerSchool where she supported the company for 21 years in facilities management performing tenant improvements across North America and in India. Trena now works for SAFE Credit Union where she and her team manage the facilities and security operations at their 100,000 sf headquarters building, a contact center, and 19 branches across Greater Sacramento.Her successful project track record includes completing two large tenant improvement projects (45,000 and 32,000 sqft, respectively) in Bangalore, India. Completing these international projects, especially considering their magnitude, was one of the highlights of her career, but seeing the joy on the employees? faces was the icing on the cake! Another proud accomplishment was completing a large tenant improvement project in Manhattan, New York on the 8th floor of a high-rise building.Service is a passion of Trena?s, and it shows through her volunteer efforts as a board member of associations across Greater Sacramento. Trena has held multiple executive board seats for IFMA Sacramento and is currently Director at Large. She is the Board Secretary of Sacramento Valley Crimestoppers, serves as Chair of the Watt Avenue Property Business Improvement District (PBID), serves as the Programs Chair for BOMA and FBI Sacramento?s Citizens Academy Alumni Association. In her spare time Trena enjoys reading, bike rides, gardening, lifting weights in the home gym she built during the pandemic, and spending time with family. profileTrena EllisTravis DodsonCFM, FMP, SFPTrena EllisCFM, LEED APTrena Ellis-Vice President, Facilities and Physical SecurityClick here for Trena?s webinar about the lessons she learned during her first international project as an FM

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are all familiar with the axiom ?the only constant is change?, but it?s likely that we don?t know that the Greek Philosopher, Heraclitus is credited with the origin of the concept. He wrote: ?No man ever steps in the same river twice, for its not the same river, and he?s not the same man? there is nothing permanent except change?, it?s apropos that his words have been modified over the millennia.Change Management involves gradually influencing cultural change, especially within organizations, by implementing medium and long-term initiatives aiming for a very broad scope and highly positive results. This is supported by champions and managers, with the goal of transforming processes to achieve efficient and effective results in a complex and ever-changing world. The results are rooted in people, and from the Facility Manager?s standpoint; how the work environment facilitates, influences, and supports their activities, to create a beneficial balance of comfort, productivity, and profitability. This process of transformation and continuous evolution requires strong leadership, the involvement of a clearly defined group of influencers, and in this globalized world, multiculturalism.John Kotter, considered the mastermind of change and leadership, has identified the 8 most common mistakes that lead to organizations failing in their transformation efforts. They are:1. Allowing too much complacency.2. Failing to create a sufficiently powerful guiding coalition.3. Underestimating the power of the Vision4. Failing to adequately communicate the power of vision by a factor of 10.5. Allowing obstacles to block the new Vision6. Failing to create short-term achievements7. Declaring victory too soon8. Neglecting to firmly anchor changes in the organizational culture.FM PROFESSIONALJANUARY 2025 PAGE 11AN AGENTOF CHANGEJose DiazWEThese 8 mistakes have consequences for the organization. From this perspective, the most important change events that have a positive or detrimental effect on a company originate and propagate from the top levels of management within the organizations? infrastructure. What are the consequences of these mistakes? John Kotter lists them as follows:1. New strategies are not well implemented2. Acquisitions do not achieve the expected or hoped-for synergies.3. Reengineering takes too long and costs too much.4. Reductions or contractions do not bring costs under control.5. Quality programs do not deliver the expected results.We should keep in mind that change initiatives can have a significant impact on processes, the organization?s image, activities, and results. However, their most significant effect is on people, who are the most important asset of the company. It is crucial to work with them to achieve positive results. It is important to be mindful that as humans, we go through various states in progressive order as we adapt and react to change:1. Shock2. Denial3. Anger (towards others)4. Guilt (towards self)5. Depression/Confusion6. Acceptance7. Problem-SolvingThese reactions are natural and are an intrinsic part of what makes us human. Many organizations today have degraded our humanity. Our humanity is governed by emotions and values, is imprecise and irrational. As change enters our experience, it collides with complacency. In many cases, organizational changes disrupt the status quo, where humanity finds comfort. Disruption of that state of comfort is often necessary for the

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FM PROFESSIONALJANUARY 2025 PAGE 12FM PROFESSIONALJANUARY 2025 PAGE 13Jose Diaz- CFM, SFP, CWO, CM, WD, CP, IAQ, EIJose is the Senior Workplace Director of PW, a Facility Management and Workplace consulting company in Leon, Mexicojdiaz@pwt.mx | ww.pwt.mxsuccess of the organization, even if it is upsetting to the individual. Within a workspace, people feel bound to the current way of performing or operating due to the existing culture. Working conditions, established routines & standards, the physical configuration of their workspace, company policies, and more all influence us as individuals, as we feel pressure to conform. Habits are formed in our activities at the personal level, and collectively, the culture results at the organizational level.Achieving a balance in the above concepts may uncover multiple areas of opportunity to improve both the quality of life within the company and the profitability of the company. Combining Facility Management with Change Management brings a new perspective to the table in addressing these issues, and it is important to carefully consider the macro factors that influence a change process from the company's point of view.We experience changes in all aspects of our lives, as people, as professionals, as parents, as children, in work routines, in academic and personal activities, in material needs, in business solutions, etc. Changes may result from the competition that exists between organizations to innovate and improve satisfaction of the demands, requirements, and needs of their clients.Measuring and managing metrics cannot be achieved without organizational change. These changes have a significant impact on people in their personal and professional lives. Decades ago, focusing on metrics wasn?t as prevalent as it is today. In our insatiable drive for more, faster, better and cheaper, we?ve become hyper focused on KPI?s to indicate what sets a company apart, or to mark failure if they are not achieved.The metrics are integral to what we know as globalization, and globalization drives further change within organizations via economic and social forces, such as technological changes, integrative international changes, and market dynamics. As facility managers, we need to emphasize within our circle of influence that changes aren't limited to the social, economic, or technological aspects of organizations. They encompass both micro and macro levels, impacting individuals and the community at large, with our organizations and institutions playing a vital role. By emphasizing this, we can directly or indirectly identify the agents of change.But what about the response to change? There is always resistance, and it is not always immediate. The human response to change, according to the philosophy of change management, can be plotted along two main axes, the first is Morale/Energy/Performance, and the other being Time. Why do people and organizations resist change? This is one of the primary challenges when it comes to implementing change within organizations. At the individual level, each of us has different interests and skills, so dealing with each particularity becomes a world of infinite scenarios. As Seth Godin describes it, we belong to ?Tribes?: people who collectively share similar goals, attitudes, practices, and ideals. We tend to think that ?people like us, do things like this?. Listing these micro and macro level factors can help us understand where the winds of resistance originate.Tribal fact or s in people:-Maslow's Pyramid-Rewards and punishments-Satisfaction and growth-Personal growth-Different types of personalities-Learning styles-Identity with the company-Perception of the corporate culture from within the organizationOr ganizat ional f act ors:-Culture-Market factors and opportunities-Organizational structure-Business goals-Business visionConsidering these factors, let's connect them to the elements identified by John Kotter that could hinder successful Change Management:a) Sense of urgencyb) Strong transformation teamc) Sensitive (flexible) visiond) Assimilable communicatione) Obstacles in organizational structuref) Real transformation will take timeg) Celebrating success earlyh) Behaviors, attitudes, and business succession plansIf we carefully analyze the last three sections (common factors in people - tribe, organizational factors, and elements that influence a global organizational improvement initiative leading to unsatisfactory conclusions), we will notice a direct and intrinsic relationship among all of them. Successful changes in organizations have their essence initially at a micro level in the organization but include a macro vision based on the organizational culture, and with repercussions throughout the various levels. Seth Godin describes this simply: ?We cannot change the culture, but we all have the opportunity to change a culture, our little corner of the world?.As Facility Managers, it's important to recognize the strategic and tactical roles we play within our organizational structure. Our daily interactions with internal and external stakeholders have the potential to partially shape the organizational culture. My vision for each of us, as individuals, but together with our teams and organization, is that we should act as agents of change.1. People on the FM/Operations side have the power to facilitate the work that happens. Part of our function is to serve others and support them to reach their goals. 2. Making people comfortable with changes to their job routines is requisite to Facilities Management. 3. The opportunity to transform the culture among the different departments is intrinsic to our profession. 4. Transforming a workplace, its culture, routines, performance, financial results, employee engagement and quality of life through the internal environment is fulfilling. In closing, as FM?s we have an excellent opportunity to drive change at both macro and micro levels for the benefit of organizations and for the community, locally, regionally or even globally. Godin puts it well: ?Change is not a threat, it?s an opportunity. Survival is not the goal, transformative success is?.Jose DiazCFM, SFP, CWO, CM, WD, CP, IAQ, EI

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well-being with ergonomic workspaces and accessible facilities, promotes sustainability, and focuses on community and collaboration. These efforts not only improve individual satisfaction and health but also boost organizational productivity, demonstrating FM's crucial role in overall business success.Furthermore, it involves understanding the required funding for maintaining operations, managing staffing, and overseeing the hidden details that keep buildings operational and efficient.For instance, an FM team monitors and maintains critical systems for their organizations, whether they are federal, state, or municipal entities, to prevent disruptions. FMs also implement measures, such as energy-saving initiatives, to reduce costs and ensure compliance with safety regulations, among other responsibilities. By understanding the importance of FM, we reveal the extensive and vital role that FM plays in the daily operations of any facility.Im por t an ce of Facilit y Managem entFM is essential for maintaining an organization's assets, such as sites, buildings, parks, and equipment, ensuring they operate at appropriate functional levels. FM professionals help organizations comply with regulatory requirements, creating a safe and healthy working environment for employees and customers while preventing costly repairs and unscheduled downtime. Additionally, FMs protect the organization's reputation by avoiding penalties and enhancing environmental safety. Moreover, FMs contribute to the overall value of the property by preventing serious health hazards and damage to assets.It's also worth noting that one of the crucial roles of FM is facility maintenance, which involves preventive measures to avoid equipment failures and reduce system outages. This saves on urgent repair costs and extends the lifespan of assets like HVAC units and plumbing. By establishing clear schedules and responsibilities, facility maintenance provides structure and reduces reactive maintenance pressures. Returning to our higher education client story: by identifying their staffing and funding gaps, we were able to propose solutions that not only addressed their immediate needs but also set them on a path for long-term operational efficiency and cost-effectiveness. And all of that was because of FM and its crucial importance.Wh y is Facilit y M anagem ent Un der valued?This is one of the most important questions we ask ourselves when we meet decision-makers who fail to recognize the importance of FM. Decision-makers often undervalue FM due to a focus on perceived costs rather than immediate benefits. FM is typically seen as a cost center, with the financial outlay for preventive maintenance being a deterrent. Additionally, a lack of awareness and understanding of FM's strategic role in compliance, safety, and asset preservation leads to its undervaluation. For instance, the intangible and long-term benefits, such as enhanced employee morale and productivity, are harder to quantify, making them less apparent in the short term.Moreover, a reactive culture towards maintenance, where problems are addressed only as they arise, diminishes the perceived value of proactive FM strategies. Competing priorities play a role, as decision-makers may prioritize initiatives directly tied to core business goals like sales and product development over FM. Without data and metrics to demonstrate FM's value, it becomes challenging for FM professionals to make a compelling case. Clear communication of the cost savings from avoided repairs, extended asset life, and regulatory compliance is crucial to highlight FM's tangible benefits and shift its perception among decision-makers. Th e Im port ance of Tellin g t he FM St or yWhy is it so important for organizational leadership to understand the FM story? Awareness and understanding lead to better decision-making. When leadership recognizes the full value of FM, they can make informed choices that benefit their organization in the long run. At its foundation, storytelling builds trust. By Wh at is Facilit y Man agem ent ?Before we dig deep into answering the main question, it?s important to understand what FM is. FM is often the "unknown soldier" behind the operation of buildings and facilities. While its impact might not always be visible to many, I, for example, came to understand the undeniable importance of facility management after embarking on writing proposals for a facility management consulting firm. FM is defined by ISO 41011 as ?an organizational function which integrates people, place, and process within the built environment with the purpose of improving the quality of life of people and the productivity of the core business.? FM enhances quality of life by ensuring comfortable, safe, and healthy environments through effective management of HVAC, lighting, and safety protocols. It supports TELLING THE FACILITY MANAGEMENT STORYMoham m ed ArafatPAGE 15FM PROFESSIONALJANUARY 2025L ast year we were awarded a contract with a higher education client to conduct an analysis of their existing maintenance and operations structure and funding. The university was struggling to properly maintain and fund their facilities. The facilities team knew they were understaffed and underfunded and had been for decades. Every year, they would report their massive, deferred maintenance shortfall to leadership, but it did not resonate with them nor result in increased funding. Why not? This highlights a common issue: often leadership perceives facility management (FM) as a minor concern, however, the less attention it receives, the more significant the problem can become. That's why I'm writing this article today: to showcase the value of FM and respond to the question that many facility managers ask: How can we help leadership understand the value of FM?

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transparently sharing our challenges and successes, we establish ourselves as reliable partners dedicated to the organization?s success. Sometimes, leadership might underestimate the significance of FM until issues arise. By proactively communicating the importance of FM, you can reduce reactive management and instead embrace a proactive approach that anticipates and mitigates potential problems.How t o Tell t he FM St or yYou now know the importance of telling the FM story, and it?s time to discuss how to tell it. Effectively communicating the importance of FM requires understanding something often overlooked: cognitive biases. Cognitive bias is a systematic thought process caused by the tendency of the human brain to simplify information processing through a filter of personal experience and preferences that influence decision-making. By understanding cognitive biases, FM professionals can craft compelling narratives that resonate with decision-makers and highlight FM's strategic importance.Provide Comprehensive Analyses: Avoid unrealistic expectations by offering detailed analyses that include long-term benefits and life cycle costs. Present multiple scenarios to provide balanced views, helping decision-makers see the broader financial impact of FM investments.Present a Detailed Review: Encourage a broader perspective by discussing quality, maintenance costs, and long-term savings. Highlight the total cost of ownership (TCO) to demonstrate how current investments save money and resources over time.Emphasize Risks: Stress the consequences of neglecting FM through risk assessments and real-life examples. Illustrate potential losses from deferred maintenance or system failures to underline the critical need for timely FM actions.Th e Moral of t he St or ySimply put, consistent maintenance practices prevent costly emergencies, strategic energy management leads to substantial savings, and a well-maintained facility enhances employee well-being and productivity. As FMs communicate their value more effectively to leadership, they uncover these hidden benefits, reinforcing the importance of FM strategies and roles.M oh am m ed Arafat is a t echnical w r it er p roficient in d eveloping high-q u alit y con t ent f o r f eder al, st at e, an d local clien t s.feap c.comMoham m edArafatFM PROFESSIONALJANUARY 2025 PAGE 16

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FM PROFESSIONALJANUARY 2025 PAGE 19BY NOW, MOST FACILITY MANAGERS are familiar with or preparing for Building Performance Standards, Corporate Sustainability Reporting and Compliance Requirements that are applicable to their organizations. Regardless of whether an organization has internal sustainability initiatives, the lion?s share of the burden in making sure a facility is compliant will land on its FM?s shoulders.More traditionally desirable outcomes like adding value to an asset, measurable ROI from energy savings or operational efficiencies will need to be balanced against the costs for non-compliance and from the perspective of cost-avoidance. Within corporate governance, accounting and finance are best suited to chart the financial path forward for their facilities. The cost calculations involved are essentially an accounting problem that?s specific to each facility, its location, and ownership. The implementation of compliance will fall to FMs to research, get pricing, and project manage the solutions specific to their facility.Like individuals, no two facilities are the same. They are all unique in their own ways. Custom solutions are needed to maximize returns on energy savings for each investment in new equipment. Compliance requirements are different across various jurisdictions - - so the implementation of solutions will be different as well. Boilerplate solutions and software for data collection will only get a building so far.Inevitably, new regulations impact corporate profits. This comes at a time when vacancy rates, recapitalization costs and commercial mortgage interest rates have made some facilities worth less than the costs for upgrades and the value of the building?s continued operation. Global Compliance and Facility Manager Rel ianceJosh McIlw ainPart of the challenge in approaching compliance stems from the multiple different applicable regulations that are enforceable, and which sometimes cross overlapping jurisdictions. The implementation of these policies? timelines, deadlines and penalties, their oft-shifting regulatory language and pending litigation status can be both messy and confusing. This is especially true for operations staff with limited bandwidth to begin with.The inherent complexity is part of the reason why compliance regulations will outlast election cycles, because either- The winning candidate for office has limited ability and authority to influence or restrict regulations outside their jurisdiction or scope,- The regulations are implemented by unelected bureaucracies,- The regulations can be challenged by unelected special interest groups in front of appointed judges,- The regulations were voted into effect by the electorate directly via referendum.The global and interconnected nature of our financial institutions, businesses and governments has led to serious debate and thorny challenges. Global investments in renewable energy are made by financial institutions, and access to the energy is sold to publicly traded companies in need of meeting compliance goals. Such is the case with Google?s investment in a Taiwan-based solar asset owned by BlackRock?s Climate Infrastructure subsidiary.1Financial institutions that manage state-backed pension funds are accountable to their constituents, beholden to the laws governing finance, and beholden to fiduciary responsibility. Many of those financial institutions also manage portfolios of Real Estate and are further beholden to shareholders to deliver returns.Conflicts abound. A lawsuit was brought against Shareholders by Exxon over their proposals to accelerate carbon dioxide emission reductions.2 Twenty-five State Attorneys General and two energy corporations filed suit against the Department

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FM PROFESSIONALJANUARY 2025 PAGE 21FM PROFESSIONALJANUARY 2025 PAGE 20Over the past few years, I?ve delivered several presentations to business and trade associations to help educate and prepare our building and facility owners and managers. Invariably, opposing opinions arise during the Q and A sections following my presentations. In one case, a question from a Contractor explored the impact of government regulation on capitalism and was responded to by an Architect in attendance, who raised his hand, identified as a capitalist, and asked ?Why wouldn?t we want to eliminate waste from our businesses??Compliance with regulations is necessary for the continuity of business operations and to ensure stakeholder protections, but it?s also necessary for us to look at the big picture to understand ?the why?, as well as ?the how.? This is the type of big-picture thinking that FM?s can deploy, from a local level, as they navigate global thinking. We can push past partisan viewpoints to come together and solve the challenges ahead. What?s needed is for civilization to move forward. We need to make decisions with the best information we have, with the right intentions, and accept that the process will be messy. As stewards of our facilities, FM?s have an outsized influence in impacting our community, both locally and globally.As we face the compliance challenges, keeping the ?3 Ps of Sustainability? - - People, Planet, Profit - - in an optimal balance will be helpful. We would do well to remember that reducing consumption and eliminating waste in all its forms is both Sustainable and Profitable. That?s something we can all rely on.1Google invests in BlackRock-owned solar company to aid net-zero goals | ESG Dive2Judge rules Exxon can sue activist shareholder over climate proposal (cnbc.com)3 2023.01.26_1 complaint.pdf (law360news.com)4 22-451 Loper Bright Enterprises v. Raimondo (06/28/2024) (suprem ecourt.gov)5 21-16278.pdf (uscourts.gov)6 coloradocourtfilingreg282024.pdf (naiop.org)7 Map: National BPS Coalition Participating Jurisdictions - IMT8 The European Green Deal - European Commission (europa.eu)9 Decoding California's Climate Action: A Deep Dive into SB 253 & SB 261 | EcoAct (eco-act.com)of Labor regarding ESG Investing that will have implications beyond the parties? respective scope.3 The U.S. Supreme Court?s decision overturning Chevron U. S. A. Inc. v. Natural Resources Defense Council upends the authority of Federal agencies to regulate markets.4 Special interest groups like the California Restaurant Association prevailed in their fight against mandated electrification versus the City of Berkeley,5 and there is pending litigation from the several building ownership groups vs. the State of Colorado and City of Denver that, as of this writing, has yet to play itself out at the Federal level.6 What does this mean for Global Corporate Leaders? Budgetary and operational decisions must be made during unpredictable times and within volatile regulatory conditions. Where these conditions exist, decisions based on inaction, reaction or overreaction become more likely. Guesswork and Accountability don?t mix well, my friends?There are some commonalities to the different regulations and reporting requirements. One of the main intents is to push organizations towards decarbonization via reduction of Greenhouse Gas (GHG) Emissions and towards increases in building energy efficiency. Within the continental U.S., the map from the Institute for Market Transformation7 shows where Building Performance Standards have been passed or have been committed to. The European Union has begun implementing the Corporate Sustainability Reporting Directive, with additional regulations impacting organizations and facilities in Europe. Global markets, and businesses with operations in Europe will need to comply.8Stateside, GHG emissions reporting requirements may be applicable to publicly traded companies via the SEC, even though the current emissions disclosure rule is currently stayed, and potential regulatory changes with a new administration have yet to be foreseen. Organizations doing business in California are subject to GHG emissions disclosures. There are some notable differences between the California regulations and the SEC?s, for example: California?s regulations include Scope 3 emissions, covers private companies, but does not cover non-US companies, while the SEC?s climate disclosure rule is only interested in publicly traded entities.Globally, as the larger pieces of the puzzle start to fit themselves together, challenges will remain locally. In Colorado, we have overlapping jurisdictions between our various city ordinances and the state. Many buildings in the City of Denver must comply with the City?s Energize Denver Ordinance, yet, because the building in Denver is also located in the State of Colorado, approximately 1,500 buildings will also need to comply with Colorado?s Regulation 28. The mandated targets are similar in scope, but not identical, and their timelines for compliance aren?t quite in synch. Imagine, a facility owned by an entity with operations based in California, listed and publicly traded in the U.S. (SEC), and that has operations in Europe (EU CSRD Compliance). That same organization might have facilities that need to ensure compliance with 3 different sets of regulations. Imagine that same California-based corporation has office locations in Denver, Colorado, and it may have 5 regulatory bodies to answer to. It is unlikely that a change in one set of regulations or an election cycle (or two) will eliminate the need for compliance from an FM?s workload. Global initiatives become local challenges, and vice versa.Josh McIlwain, SFP, LEED Green Associatewww.jaymacks.com | LinkedIn profileJosh McIlwain

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FM PROFESSIONALJANUARY 2025 PAGE 23FM PROFESSIONALJANUARY 2025 PAGE 22Global FM: What was, stil l is?Lar r y M or ganIT IS DAWN as a beautiful sunrise peeks above the Sierra Madre Mountain range near Lake Tahoe, California, with the scent of pine and cedar trees wafting through the air from a slight summer breeze. It?s going to be a hot one for sure. Animal life is on shift change all around me, night creatures heading home and day creatures stretching and gathering in the early morning light to warm up from their slumber. I solemnly take it all in - - the cycle of life amazes me. As a mere mortal, I recognize the profound nature of being, and how paradoxically, the more things change around us, the more things seem to stay the same in the natural world, over vast expanses of time. So, as my mind ponders ideas about content, context, and format, and how to contribute to this topic in a unique way ? one that hasn?t been covered ad nauseum ? the perspective of natural cycles anchors my Historically, Facilities Management is not a new profession. Picture if you will, cave dwellers seeking shelter from the elements and predators. In an imperfect comparison, the tribal leader may have been tasked with Site Selection. As tribes co-mingled, the council of elders became integral to what we?d today call Mergers and Acquisitions. Ancient civilizations all had ?FM?s? responsible for construction, renovations, infrastructure management, food services, interior design, event coordination, security, moves/adds/changes, sustainability and so on. If you believe in the great flood, Noah was the first to have a pets-in-the-workplace policy! It?s easy to imagine how our ancestors faced many of the challenges we in the modern FM world experience today, to some degree or another.The past few decades have seen our profession become recognized as a line of business on company ledgers. I remember the impact Y2K had on facilities operations vividly. While some predicted the end of days and the fall of society, others called the whole thing a hoax. Undeniably, it was big news and had us scrambling to identify potential impacts if the clocks didn?t turn to 2000. One year and nine months after the world didn?t end, the United States was attacked on September 11th, 2001. This horrific event is still impacting the first responders, bystanders and communities with lifelong health issues and trauma. The urgent impact on Facilities put Security and Emergency Action Planning front and center on many of our desks. More recent, and impossible to forget: the Covid Pandemic. Relevant to FM?s, the post-covid changes to our scope include the prevalence of social media and virtual meeting technology for communication, the reliance on our 3rd party partners and vendors for support of essential operations, and the lasting impact on commercial real estate valuations and space utilizations.Information spread around the globe at speeds never seen before. Misinformation mixed with disinformation and the ensuing emotion and confusion led to outright panic. As Facility Managers, our role was solving workplace problems the likes of which we?ve never faced and were never trained for. We were called upon to close buildings, put up plastic barriers, install 6-foot social distance floor markers, disinfect workstations and common areas and implement mask policies, and more, and we had to do it all while being mindful of costs!I reflect now on just how much we relied on our 3rd party support teams for their expertise and support: truly we were ?all in this together?. It?s beyond comprehension to imagine the total impact the pandemic had on our occupants? businesses and their staff. The word that comes to mind is devastating. Our relationships with our various partner groups were critical in our ability to persevere. The ongoing impact leaves many building owners grappling with loan defaults on their assets, stemming from non-renewals or early terminations from tenants. The impact these disruptions have on our profession, as well as the local businesses community, has some of us peering into a crystal ball to try to see what will come next.Independent of industry and geography, space utilization has been an ongoing discussion. Whether it?s too much space or too little; this type vs. that type; or this place vs. that place, the pandemic gave Facility Managers a foothold with senior leadership. We were able to make our case that utilization is less about the amount of space, than it is about effective and efficiently built environments. The approach is consistent globally, irrespective of corporate mandate policy The perspective of natural cycl es anchors my thinking on the Gl obal Facilities Management worl d.thinking on the Global Facilities Management world.My FM background covers a 40+ year Facilities Management career as a practitioner with diverse experiences covering a majority of the hard and soft services traditionally considered in our ?scope?. I am a lifer, for sure, and I have a passion for the profession. It?s hardwired into my DNA. Over the past 15 years I have focused on paying it forward to others who have the desire to make facilities their profession. Many opportunities presented themselves for me to be of service. I readily accepted the chance to serve as a Global FM instructor, through mentorships, supporting college level programs, contributing to emerging talent programs, engaging in community outreach and countless meaningful initiatives, events and outreach.

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FM PROFESSIONALJANUARY 2025 PAGE 24FM PROFESSIONALJANUARY 2025 PAGE 25(return to office, hybrid, remote). I mentioned in the recent podcast, ?Let It Breathe?, that we need to be patient in the collection of utilization data to get a better statistical baseline. Then, the data collected can support qualitative decisions based on quantitative information. In my opinion, emotional reactions are costly. As Facility Managers, each time we?ve faced adversity, we?ve reacted and made decisions based on the best information we had at the time. Are we honestly prepared for the next big global issue? It remains to be seen. The jury is out. In fact, the crime hasn?t yet been committed!Looking at the challenges ahead, Sustainability is now a measurable business within a business. Long gone are the days when the concept just meant modern-day environmentalists. In fact, the origin of the term dates to the 1700?s by Hans Carl Von Carlovitz. John Muir advanced the idea in the 1800?s. Herman Daly, as the father of environmental economics, in the 1950?s. Rachel Carson, with her reflections on industrial impacts, in the 1960?s. And in this century, Bjorn Lomborg in the early 2000?s. Resource conservation, or lack thereof, has been attributed as a root cause to the downfall of some societies. Within the FM profession, we are stewards. Many aspects of sustainability fall within our purview, with growing acceptance of this being recognized throughout our organizations. Operating an inefficient facility has never been a good thing. What was, still is?The perspectives on individual issues are dependent on many external variables. By way of example, in the developed world we have a very different perspective on electric vehicles than those working in a cobalt strip mine in places of the world without the worker protection standards we take for granted. Satisfying the need for the material in the production of more environmentally friendly EV?s requires sustainable supply chains. Keeping the Triple-Bottom Line at the top of our mind when considering all variables is critical. Artificial Intelligence (AI) will have an impact on our profession, and technology is nothing new to us. We have been implementing building automation systems, predictive and analytical tools, machine learning, real time metering, spreadsheets, computerized maintenance management systems for a very long time. The speed at which AI is developing and being implemented strategically is astounding, and sometimes frightening. The question is how will this support our FM roles? Maybe I can?t get my head wrapped around all of it, but my gut feeling is that AI will become part of the solution to support qualitative decisions for day-to-day operational outcomes. Will AI change light bulbs or clean the restrooms? No, but I see that it could give us better internal and external insights as to what service level agreements and KPI adjustments make economic sense, and drive decision cycles faster based on data driven and automation. I foresee a substantial impact on power consumption and heat rejection in data centers and server rooms, with IT upgrades to handle the processing loads. For now, I am taking a ?wait-and-see? approach as its deployment matures, but I am also keeping an open mind. Looking ahead at the human-side, I see the continuing struggle with bringing on board the next generation of FMs. As seasoned leaders, we have been deeply concerned for many years about who is coming off the bench to succeed as we approach retirement. Frankly, the public perception of the value FMs have on the bottom line of the organization, as well as the stable employment opportunity, has been weak. We need to do a better job communicating the career paths and the importance our work has for society. It seems that many employers are keen on having college graduates on the payroll. Some require a degree to get past the initial candidate screening process. I have been there myself, and I do not hold an advanced degree. If an inch of experience is worth a mile of theory, my education is at a master ?s degree level and close to a PhD. Trade schools were a great start for me: that?s where I first learned mechanical and critical thinking, and I think it?s terrific that there are higher education institutions offering degrees in FM. However, there is no substitute for practical and tangible experience. I believe we need an emphasis that the FM as a profession is a critical function across all spectrums of the organization. In the end, the hard and soft services we in the FM world provide are the same, no matter what line of business, location, culture or circumstances. We carry the responsibility and accountability for a huge volume of organizational assets and services that sustain the core business activities of the company. The Global FM was, still is, and will always be ? part of the natural cycle of people, processes and places.Larry Morgan is a dynamic, accomplished corporate asset and service delivery operations professionalLarry MorganCFM, SFP, FMP

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FM PROFESSIONALJANUARY 2025 PAGE 27Bret t Plet zke grew up in Rockford, MI and later attended Ferris State University where he earned his Bachelor of Science in Facilities Management. He has been in the industry and a member of IFMA for 15 years, holds IFMA?s FMP credential, and currently serves on the Board of Directors for IFMA?s Chicago Chapter as the Secretary/Treasurer. Brett is the Senior Facilities Manager at the American Institutes for Research (AIR) where he co-leads AIR?s Workplace Management Department in partnership with his trusted colleague, Wendy Libert, Senior Facilities Manager. Together, their team is responsible for 14 office locations, located within five different countries, across three different continents including US, Mexico, Bosnia & Herzegovina, Ethiopia and Kenya. Brett?s primary responsibilities include oversight of AIR?s global real estate portfolio as well as the daily operations of those locations. Through Brett?s career at AIR, he has had the opportunity to travel to many different locations within the United States, and more recently, East Africa.Linda: Tell me a little about yourself.Brett: The most exciting news going on in my life, besides my trip to Kenya, is that I?m getting married to Jessy in August. It?s been fun and challenging planning a wedding while traveling internationally for work and with projects mixed in!L: How long have you been the Senior Facilities Manager at American Institutes for Research (AIR)?B: I?ve been with AIR for 15 years ? starting as an intern and progressing to Assistant Facilities Manager, Facilities Manager, Regional Facilities Manager, and now Senior Facilities Manager. Today, I consider myself fortunate to be co-leading AIR?s Workplace Management Department and to work with such a great team of dedicated professionals with global responsibilities.L ESSO N S L EA RN ED When Opening an Office in Kenya!L: How has IFMA and having your FMP helped you professionally?B: IFMA has been part of my journey for many years. I was first introduced to IFMA during my time as a student at Ferris State University (Go Bulldogs!). Later, I was fortunate to work for an organization that deeply values its employees and professional development that supported my membership. Within that organization, I feel even more fortunate to work for leaders that truly understood the importance of providing development opportunities for their staff and the value IFMA added in that regard. Special thanks to Case Runolfson, RCFM, and Matt Buchanan, CFM, for those opportunities. It is very rewarding to now be able to provide those opportunities to others on our team.L: I understand your next goal is to get your CFM?B: Yes, I?m in the process of scheduling my test.L: Have you had any m ent or s in you r car eer ?B: Yes, I have had a few mentors. One is Mr. Case Runolfson, RCFM (Retired Certified Facilities Manager), who hired me, and I worked under him. I learned a lot from Case. Although he is now retired, I think back often on all that he has taught me. Case encouraged me to care about my staff and provide them with opportunities to further their career. He was a champion of professional development and leadership. He highly encouraged me to join IFMA. I soon realized that you get out of IFMA what you put into it. I started volunteering on the Associates Committee, and now I?m on the Executive Board as the Secretary/Treasurer. IFMA has played a major role in my career development. L: What did you have to do to prepare for a trip to Kenya?B: There was a lengthy interview process within AIR. I had to meet with the international security advisor to understand how to stay safe in the local area. I had to do research on vaccines and got vaccinated for Yellow Fever. I had to take malaria medication in advance of going to Kenya Int er view w it h Bret t Plet zke, FMP, Secret ar y/ Treasurer of IFM A Chicago Chapt erby Linda Beset zny, CFM , Vice President of IFMA?s Cor porat e Facilit y Coun cil

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FM PROFESSIONALJANUARY 2025 PAGE 28FM PROFESSIONALJANUARY 2025 PAGE 29and a week after I was back. I was gone for 14 days, including travel days. Before I left, I made a sleep plan. I wanted to gradually adjust to the new time zone, which is 8 hours ahead of Chicago. Being strategic with flights did make it easier to adjust to the new time zone. For example, my journey included two 9-hour flights. Going from Chicago to Paris to Kenya, I would work for several hours, then take a break and rest. Coming back was similar flying from Nairobi to Amsterdam to Chicago, helping me to get acclimated back to central standard time.My advice to anyone considering the trip would be to do your due diligence before you go. Be prepared regarding your assumptions. Make sure you are on the same page as your team and be prepared to challenge them if you are not. I checked the weather so I would know how to pack. What I couldn?t be prepared for was torrential rains that killed 32 people and displaced thousands while I was there. Unfortunately, they do not have a good drainage system. Thankfully, where our new office is located, we only encountered a little flooding. Once there, I had a driver named Charles who would take me wherever I needed to go. I relied heavily on the local team there who helped me to navigate the city and office space. L: What was the food like there?B: The food was amazing. There was lots of grilled meat. I was introduced to Ugali (made of ground white corn). You would roll it in your hand and dip it into different juices. The locals wanted my feedback. I thought it was good!L: Tell me about the project in Kenya, what was the project timeline and size of the office?B: We began working on the project in early 2023 and moved into our new space in April of 2024. It is 3,500 sq. ft. (or 325 sqm). There are approximately 35 staff in the region that will use the office. Many of the staff in the region spend their time working away from the physical office.L: Did you have weekly team project meetings?B: Yes, we would meet weekly. Wednesdays at 7AM CT/8AM ET/3:00PM EAT. One tip for anyone in the U.S. ? the spring and fall time changes don?t line up, so you need to adjust your meeting schedule!L: Is there another office in that region and will they help with the Kenya office? B: We do have another location in Addis Ababa, Ethiopia, which is just under 1,000 miles away (~1555 KM); It is about a two-hour plane ride. They have a staff of 10 and they can assist as needed. There is some collaboration between the offices, but they mostly work separately.L: Was there a language barrier?B: In Kenya, no, there was not a language barrier. Though Swahili is the primary language in Kenya, most everyone that I interacted with also speaks English.L: What do they do differently there?B: We have a group that meets regularly to discuss International Operations & Compliance. Something we say is, ?If you know one country, you know one country.? As you might expect from one country to another, there are many similarities and many differences. I was fortunate to have the opportunity to travel to our locations in Kenya and Ethiopia earlier this year, but most of my time was spent in Kenya. One thing they do very differently is driving: to me, it seems very hectic and chaotic. But I did not see one accident there and there?s no road rage ? we Americans could take some lessons, especially on that latter part! Outside of that, I have learned so much from my colleagues outside of the U.S. and especially from the team in Nairobi as that is who I?ve spent the most time with.It was very interesting to have two separate interior buildout projects taking place simultaneously ? one in Austin, TX and one in Nairobi, Kenya. As you might expect, there are many similarities and the basic phases are the same: identifying space, negotiating and finalizing a lease, design, construction, move-in, etc. However, the devil is in the details, as they say. One thing that was very different was the specification and selection of finishes. In Austin, every finish detail was specified by the architect during the design process. In Nairobi, the architect only specified general parameters. There were also supply chain issues. Throughout the project, the General Contractor would determine what was available in the local market and provide options for approval. You basically had to approve the option immediately and the GC would go and purchase it. We relied heavily on WhatsApp to communicate. You?d find a lot of photos of flooring, plumbing fixtures, light switches, window film, door hardware, etc., in our team WhatsApp chat!L: How did you find the trades? For example, did a building or project manager help you?B: We used a combination of past relationships with the local team, recommendations from the property manager, our own research, and recommendations from other partners throughout the process like the architect and real estate attorney.L: How did you deal with the 8-hour time difference from Chicago?B: In some ways it worked out to our advantage. Because they were ahead of us, issues that required my attention could be discovered during their workday, brought to my attention, and then I would have a full workday to get back to them before the next day started.That said, there were plenty of late night and early morning messages on both ends. We had a mutual understanding within the team that a message received outside of your normal working hours did not warrant an immediate response (unless otherwise noted).WhatsApp was the first thing I checked in the morning and the last thing I checked at night for many months, especially during the construction phase.

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FM PROFESSIONALJANUARY 2025 PAGE 31FM PROFESSIONALJANUARY 2025 PAGE 30L: How did you manage to keep up with your ?day job? back home in Chicago?B: It was a challenge? particularly working during the Kenya office hours, then going back to my hotel and working late to respond to what was going on back in my home office? but you get through it. On the other side, growth came from the struggle and through learning to let go of trivial matters.L: What challenges did you face with opening this new office?B: The biggest challenges came from the assumptions our individual team members brought into the project, mine included. Again, if you know one country you know one country. On this project we had a multi-national team made up of members whose individual work experiences were primarily from one country ? Kenya or the U.S. I knew I had made an incorrect assumption when the architect, Geoffrey Wasonga, would begin his reply with, ?Thank you, Brett. You see, in this country? ?We had a tight timeline. We had to get items out of storage, coordinate item deliveries from the former office as well as delivery of new equipment and appliances. We walked the space for the punch list on Wednesday and Thursday. The grand opening was scheduled for Monday with the CEO, CFO, SVP of International Division, Chief Communication Officer and Managing Director of Kenya, plus other senior leaders, 60 ? 70 invited guests, press, staff, local partners, clients and dignitaries were invited. Assumptions again got the better of us, as some couldn?t make it due to the floods.Tip of the day? Prior to hosting a large grand opening, always prepare by having vendors visit the site in advance to see your space. The catering company had originally wanted to utilize a propane grill, but when they did their site inspection, they realized that the space was indoors on the 7th floor of our 11-story building. It was immediately clear a grill wouldn?t work, and a new menu had to be created. So, they brought in prepared food and used warmers instead. outside of the U.S. Thank you, Linda, for sharing your move checklist and giving me guidance and tips on the international projects you?ve done.L: You?re quite welcome, Brett! Tell us, how do you manage this new office moving forward?B: The Nairobi site is part of AIR?s global portfolio. The daily operations of the physical location are overseen and managed by the Workplace Management Team. Nicholas Yongo, Operations Assistant, is the local point of contact who is responsible for the day-to-day management and onsite support of the physical space. L: Is this your first global project? If so, what lessons were learned?B: This was my first project outside of the U.S., and I learned so many lessons? to summarize them concisely, I?d say:1. Be aware of your assumptions, be prepared to challenge them, and have them challenged. Processes and regulations vary from city to city, state to state, and country to country.2. A local team is essential: locals understand many things that someone who is not, does not and cannot. I find this to be true on all projects, both inside and outside of the U.S.3. Communication is key. This is cliché to say but it comes up for a reason. Communication will make or break any project, especially with a geographically distributed team. Understand when, where, and how you will communicate with each other. Considering it was my first international project, it went very well. I?ve learned much and I am happy to be sharing what I?ve learned with my IFMA colleagues. I would also like to thank Villamax Services Ltd., the General Contractor for delivering beautiful space, and Trine Architects for designing a beautiful office and overseeing the construction process. For more information on the floods in Kenya, please click on links below:https://www.npr.org/sections/goatsandsoda/2024/05/10/1250193947/floods-kenyaFlooding Inundates Kenya, Killing at Least 32 and Displacing Thousands - The New York Times (nytimes.com)For more information on the AIR office, please click on links below:KBC Channel1 News on X: "RESEARCH BASED DECISIONS American Institutes for Research opens office in Nairobi American Institutes for Research partners with four varsities #LunchtimeNews https://t.co/GxP6Qtszkv" / XAmerican Institute For Research Opens Kenyan Office | CIO AfricaAmerican Institutes for Research commits to the East Africa Region with new Kenya Office (biznakenya.com)L: How did you prepare for this move? B: I knew there would be growing pains, and that communication is key. The project team must be determined. Who will lead the project? What is the best time to hold weekly meetings? Have a plan. Give updates and receive approvals promptly. My initial thought was that the move would be very straightforward. This was only partially true. The move was simple from the perspective that most staff were working remotely, and we were moving into new space with new furniture and new appliances. However, straightforward does not mean simple or easy and the fact that it was successfully completed speaks to the caliber of the FM professionals involved in planning and executing the move. Various items had to be coordinated from two different storage providers. New equipment was ordered. Purchasing/procurement compliance considerations were needed requiring collaboration across an ocean. Not to mention all the typical move-day planning and considerations. Top that off with the fact that we were hosting a very large, very public, very visible grand opening event the Monday after we completed construction and accepted the space. Planning was everything! But with most complex projects, you must be ready for plans to change by developing contingencies.This was my first interior buildout project outside of the U.S. I am fortunate to have an amazing network of professionals who are also wonderful individuals. It just so happens I am being interviewed by one of those high-caliber, wonderful people right now: Linda Besetzny! You might recall the phone call where I was seeking to tap your knowledge on these types of projects and working Brett Pletzke, FMP, Secretary/Treasurer of IFMA Chicago ChapterBret t Plet zke

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FM PROFESSIONALJANUARY 2025 PAGE 32FM PROFESSIONALJANUARY 2025 PAGE 33WHEN I STARTED MY CAREER, my first corporate promotion moved me into a new area of the company. I went from a position as a computer programmer in the information technology group of Unocal (now part of Chevron) to a planning analyst in their corporate real estate division. It was hardly a "next step." In my case, I felt sure the IT career path would be narrower than any other option available.Since it was my first promotion opportunity, I accepted it without really thinking. I knew I just really wanted to get out of programming. I took a leap of faith into an area where I had neither previous experience nor any knowledge of what led to my being considered for the position. Luckily, I found corporate real estate to my liking, and it ended up becoming my career choice.The move also helped me develop a strategy that I have employed in evaluating future promotions and their effects on my career. I had the good fortune to be promoted five more times with Unocal during my 9 years there. I even turned down one promotion along the way. Here are some tips, based on my own experience, on how to make solid career-advancement choices, especially if you are a younger employee starting out on your career or a mid-career worker evaluating options.Talk t o som eone you t ru st ...you!The first person from whom to seek advice is yourself: Are you prepared to take on the new role? Do you want it? How bad? Does it feel right? How right does it feel? You must first be comfortable that you are the right person for the job and that the job is the right fit for you. After taking it under advisement and making your own personal decision, begin to widen the circle to include others you trust. Start with those who will also be impacted, such as a spouse or significant other. Also talk to family, friends, and other business associates. Be careful to treat it as a confidential issue; do not discuss it with those who may be put off such as co-workers or subordinates. Too often, people lose sight of the fact they are in control of their career and career choices. Wh o or w hat is behind t he prom ot ion? Is the promotion being offered to you because you are next in line or have seniority, or is there a guiding hand, a mentor if you will, creating the opportunity? Sometimes promotions resulting from the need to fill a vacuum are not good opportunities. If you are filling a vacated role, try to find out why the role is vacant. Was the person fired? Did they resign? If so, why? Were they a scapegoat? If the vacancy is legitimate, and if someone influential is recommending you for the position, it usually means something good. Remember: It is nice to have friends in high places.Wh at does t he posit ion ent ail? Are you going to fill a defined role, or will you have the latitude to create your own job description? A good promotion comes with an evolving rather than static role. The more the position allows you to be innovative, the better the position will be. Make a point of seeing the job description and asking a lot of questions. In fact, try and have the job description modified (or ask to help modify it) to include initiatives that you would like to see through if you get the job. This accomplishes two things. It lets you see the extent of the position's value to the company, and it helps you understand the dynamics of the role with its management. Compare the position's visibility to the one you are currently in. Determine whether it is a lead or follow position. Investigate the position's potential for making positive change. Remember: Change is good but leading change is even better.Wh ere is t he posit ion locat ed? This may sound funny, but if the promotion involves relocation, determine if the new location is a good place to be unemployed in the future. If the position is in a business unit that may be sold, spun off or downsized, consider whether you want to be the ?new kid in town.?It can be career suicide to accept a field position and be away from the nerve center of the corporation. For some companies, moving people around gives the company the ability to promote star performers quietly and with little political fallout. At a former firm, some workers were sent to the field as analysts only to return to the home office as senior managers. Still, others were sent to field offices and let go soon after they were finished unpacking. Remember: The last to hire is usually the first to fire.Wh at is t he report ing and polit ical environm en t ? Be wary of accepting a promotion to work for someone with whom you clearly do not get along. If your new boss seems OK, try to understand how others--superiors as well as subordinates--view him or her. If your new boss is well-liked and respected, there is a good chance that you will be protected by the politics of the position. If your new boss tends to upset others or to get into trouble, be careful that you are not used as a human shield or as a scapegoat for that person's actions. I realize that this can be difficult to gauge since some promotions or re-assignments involve a new boss or location. The next best strategy is to know where you can go or who can get you out of an unpleasant situation if you realize afterwards that it was a mistake. Remember: Know your boss. Don't be judged guilty by association.My advice to younger workers, especially millennials, is that a coveted promotion can sometimes be a trap. In hindsight, I am thankful I turned down the promotion opportunity that I mentioned earlier. It would have been a trap. I would have been working for an ill-fated division in the California desert, miles from Mo v e Up , No t Ou tVik Bangia

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FM PROFESSIONALJANUARY 2025 PAGE 34Leni Riverat h at a Ch ief W or kplac e Of f ic er is ?bu t a dr eam ?civilization. Soon after I turned down the offer, the division laid off several workers. In my gut, I know I made the right choice to stay put.?What if t her e?s no ?t her e?, t here??Gertrude Stein famously said these words when visiting her hometown of Oakland, California and finding that her expectations based on her memory were vastly different than the reality of what she saw when she arrived. Your potential career advancement may have similar disillusionment if the expectation does not match reality. So, what happens if you must move out? What is the best way to go about it, and when?Again, I can cite a personal example. I worked for a well-known real estate services firm in the early 2000s. When I started with that company, I was asked by my leader to develop a personal 5-year plan with milestones and a visualization/map of where I saw myself in 5 years. I ambitiously (and based on my experience with the employer cited earlier in this story), charted out a career path that had me in a senior managing director position by my fifth anniversary with this new employer. My tenure with this firm started with a director-level title, so the path included expectations of two promotions in the 5-year scenario ? the next step being to the position of Managing Director.All was going well. In my second year, I was promoted to Managing Director and by year 4, I fully expected to be promoted again to senior managing director at the next performance evaluation. Then during my appraisal period that year, (which went very well, by the way), I boldly stated my expectation.My ?new? boss (the third new one by this point) was crestfallen. He told me that I was not getting promoted and he could not make it happen. I was also crestfallen, especially because, unbeknownst to anyone, I had written in my personal 5-year plan that I would resign if I did not make my goal.True to my word, on the day of my fifth anniversary with the firm, I turned in my resignation letter. In the letter, I simply said I was resigning and that it was for personal reasons. The lesson with this example is that when expectations do not equate to reality, you must have the courage to make a bold move. But, be prepared. Thankfully, I saw the shifting sands of leadership and had been discussing the future with a different company. When the time came to resign, I picked up the phone and accepted their offer ? one that was already there ? and with the title of senior managing director. Vik BangiaVik Bangia is the CEO and founder of Verum Consulting, LLC.

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FM PROFESSIONALJANUARY 2025 PAGE 37Save Yourself from Drow ning in ChaosJenessa DurraniI was recent ly w or king w it h a client t hat is a season ed FM w or king w it hin academ ia w ho was fr ust r at ed about t heir recent per for m ance evaluat ion . Du r ing t heir second m ediocre annual review t heir m anager not ed, ?You don?t seem to have enough time to think.? Sound familiar?I recently saw this meme online and it pretty much sums up our lives: Adulthood is saying, ?After this week things will slow down.? Over and over again? until you die.How many times (today) have you said or thought, ?I?ll do that once things slow down.? Or ?I?m just too busy right now to think about what I really need to be doing.? This can apply both professionally and personally. When life comes at us, and it always does, our natural inclination is to wait until the chaos subsides. Because then, we?ll be able to turn the corner, we?ll be able to focus on proactive projects and we will be able to think about ourselves and what we need.So, to say we can?t move forward in our lives, we can?t make progress, can?t set goals, have intentions nor put action plans into place until life subsides is like saying, ?I?ll save myself from drowning once the pool is empty.? How would that work out? So right now, with our heads barely above water, we have a choice: we can continue to live our lives on the terms of others and sink further and further at risk of drowning. Or we can learn to swim in what life throws at us. No one is coming to save us. We must save ourselves. To learn to ?swim? in what life throws at us is to learn how to find calm in the crazy, to make space to think, make better use of our time and energy, to protect our dreams, goals, and plans, and to give ourselves the same care and attention that we give others. To advocate for our needs, we first need to be the ones to throw ourselves the life preserver. Here are 5 steps to building your empowerment skills so that you can not only survive but thrive. Are you ready? 1. Creat e Aw ar enessWe can?t find a solution to a problem that we cannot see, and sometimes we operate as if on autopilot and in a state of being overwhelmed. We just keep on, keeping on? like a hamster on its wheel. So, until we stop and really see what is triggering us, overwhelming us, bombarding us, and why, we won?t find a way out.Take out a piece of paper or journal and write furiously without stopping for 10 minutes. What are you responsible for? What is troubling you? What keeps you up at night? Where do you feel unsupported? Where are the bottlenecks? What do you have too much of? What sets you off? What must change?Once you see this all in black and white it not only provides you with all that you are working with, but it also helps calm your mind. So often, we continue with ruminating thoughts as we hash and rehash all these items within our minds without a way to find a solution. Journaling can help create awareness and help lead us to the solution.Now with everything in front of you, looking at each item on your list, I want you to ask yourself: ?Where am I the cause for this?? Yes, I want you to take full responsibility for your part in the chaos.The formula for true empowerment is C > E. Or in other words, Cause is greater than Effect. When we are at the effect of others, we give up our power and we will continue to stay stuck.Let?s go back to my client?s situation. They are overwhelmed, giving it their all every single day, without a minute to stop and think. To the manager?s eye, they just appear disorganized, don?t follow protocols, nor communicate effectively. As a result, both are dissatisfied, and both are at the effect of the other.This is where they have a choice, either A: continue to be at the effect of the situation where they believe they are overloaded, don?t have clear processes and procedures and aren?t supported by their manager, and they will likely have the same review next year; or B: they can see the fact that at any given point their own decisions have brought them to where they are.

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FM PROFESSIONALJANUARY 2025 PAGE 38FM PROFESSIONALJANUARY 2025 PAGE 39To be at cause is not to be to blame. It?s purely a mindset and awareness to see that we cannot control everything around us. What we can control is our response to each situation. We are at choice. We can choose to self-advocate, to speak up, and to self-evaluate. 2. Find SpaceTypically, we believe that what overwhelms us comes from overscheduling and/or a lack of time. My client?s boss isn?t wrong: they don?t have time to think, which I think we can all relate to. For FMs, no day is the same. Everyone?s problem is your problem. The buck stops with you. You are likely the first one in and the last one to leave, and the job is never done. While that is the nature of the business, it doesn?t have to consume you. Ask yourself the following questions:1. Where are you the cause of your own overscheduling and/or lack of time?2. Why do you say ?Yes? while you are screaming ?No!? in your head?3. Where are you taking on projects that aren?t yours to take on?4. When do you attend meetings that have nothing to do with your job?So, we must really look at the situation to see it clearly. Refer to your journal? write out a typical day and/or week? in 30-minute increments from when you wake up to when your head hits the pillow. Again, we need to see it on paper. Are you truly scheduled back-to-back-to-back without a moment of thought? Or are you seeing gaps within your schedule that you aren?t utilizing for downtime, recharging, and creative thought effectively? Are you allowing your work to spill over into your personal time? Or are you keeping your boundaries? Look at your schedule. How does it make you feel to see it in black and white? What can you see that needs to change? Where do you need to create space? Where is the best place to do so?3. Weed Your LifeYou now have awareness of the things that are overwhelming you and where you are the cause for each one. You can see in front of you what your typical day and week looks like as well as what needs to shift for you to make space for you to think, breathe and move forward confidently.Where is one affecting the other? What is extra? What is asking you to let it go? What do you regularly resent having to do? Where are you experiencing scope creep? What meetings are not necessary? What meetings need to be cut back?Using your schedule as a guide, make a list of all the things that you would like to let go of. Making the list isn?t a commitment to follow through on it, it just gives you suggestions. It provides you with the awareness around knowing which tasks are necessary and which are not.You can begin by asking yourself: ?For each task on my schedule, am I the ONLY person that can do this?? If the answer is ?No?, then start brainstorming on how you can delete it, delegate it, and/or defer it. It can be helpful to think of these items as ?The Weeds? ... they may have flowers, they may be growing, but they are unwanted, they?re taking over and need to be removed by their roots.4. Accept ing HelpAs FMs we are conditioned to react and to serve all of those around us. We pride ourselves on how much we can take on. Our ego is stroked every time someone is in awe of what we can get done. Saying ?Yes? with a smile is one of our many superpowers. Only, we aren?t smiling on the inside, we are drowning.Those around us likely don?t even realize how overwhelmed and unhappy we are because we don?t let them see us sweat. To ask for help can feel like surrendering or showing weakness. It is this fear that keeps us stuck where we are by refusing to ask. Maybe instead we could ask ?How well is this working out for me now, on my own??Living while overwhelmed is not sustainable. We will burn out, resent those around us and eventually be forced to surrender. At the point of burnout, we will be wrapped up in frustration, exhaustion, and emotion. One of the benefits of asking for help is we can do so on our own terms, proactively, before the burnout occurs. Then, we must accept the help that we ask for. Allowing someone else to be a participant in our lives is to give them an opportunity to feel good about themselves. Who doesn?t like being helpful? This is a perspective we can hold on to. It helps us muscle through the fear of awkward and difficult conversations. Once we are on the other side, we can see those conversations were rarely as difficult as we made them out to be in our minds. Sometimes, we even get permission from others to pull the weeds we?ve identified, and validation for how much effort we?ve put in.Asking for help is a sign of strength, not weakness. Knowing what to ask for makes the request more realistic and tangible. Are you looking for additional support from those above you? Do you need more cooperation from those that you work with? Are there tools that you need to invest in? Do you need additional resources? Make a list of what you want and what help is required to get you there.5: Self Advocat eStarting to advocate for yourself requires change. It can even seem more daunting than just continuing to run yourself ragged until the end of time. But remember, self-advocating is a cycle with no clear beginning or end - - it?s a process that is ongoing. All that?s needed is for us to start.Know what you want. This is much easier once you have completed the first 4 steps, but you might be focused only on what you don?t want. You don?t want to be overwhelmed. You don?t want to be overworked. You don?t want to be the last to leave each day. But what specifically do you want instead? Come to the table with a plan of action for how you want to be supported, what you want to let go of, and/or what you want to see changed. We want to avoid coming in with complaints, and instead come up with solutions. Know your worth. Once you have accepted your own responsibility for the situation and where you are the cause, you must be able to articulate where you shine, what you bring to the table, and the impact that you are making. Don?t minimize your capabilities amidst the chaos. You have intrinsic value; and are simply in need of some adjustments.

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FM PROFESSIONALJANUARY 2025 PAGE 40FM PROFESSIONALJANUARY 2025 PAGE 41Seek feedback . Before moving forward, seek honest feedback from your peers and/or mentors on the situation. Be open to this feedback and solicit it from individuals who you know are willing to give you a different perspective than your own. We want to avoid an echo-chamber and get an outsider?s opinion.Speak up. As noted at the beginning, no one is coming to save you, you need to save yourself. When we feel overwhelmed and underappreciated, we are sure that others will be able to see that we need help, but that isn?t always the case. It is your responsibility to advocate for yourself and affect change for yourself and potentially others within your organization. Reach out to the individual/group that can help and ask for a brief meeting to review your requests and potential solutions. Remember, there is not a perfect time. Next week will not be less chaotic.Back it up w it h dat a. What supporting documentation can you provide your manager with to illustrate the change you are wanting to make? Are there metrics and data that you can pull together? Project lists? Unfulfilled budget requests? These can take the emotion and opinions out of the situation. Be cognizant of your manager ?s ability to align with the information and how they will receive it. The more prepared you are the more confident you will feel, and the more confidence they will have in you.BONUS: Train For Your Best SelfWe can do anything, but we can?t do everything. Pick three activities that will make the biggest impact on you long term to help you stay centered, focused and energized, and do them every day. Start small, just 10 minutes a day. Then build from there. Put them into your schedule so that the time is protected.Life is hard. Life is relentless. Life doesn?t care if we are already full of ?life?. And as a result, life is not going to get slower, calmer, or more manageable on its own. It?s our responsibility to take proactive steps to protect our schedule, our time and our energy, and to find the calm within our crazy. Use your newfound awareness to start each day with the intention to stay focused on what you need to show up as your best self.Don?t drown in life while you are waiting for the chaos to subside. Face life head on and learn to swim in the chaos by gaining awareness, taking responsibility for where you are, looking for opportunities to affect change, accept that you need help, and then advocate for what matters most for you. Protect the space you?ve created within your day to reset, recharge, and allow for proactive idea generation, and you will see that you are swimming wild and free from the chaos of life.Jennessa Durrani, MBA is a career coach and clinical hypnotherapist that helps individuals get past fear, procrastination, and perfectionism to create a new career path. Jennessa has worked within the IFMA Boston community for the past 30 years, including as the Executive Director for more than 13 years.Jennessa Durrani, MBA is a career coach and clinical hypnotherapistjennessa@jennessadurrani.comwww.jennessadurrani.comhttps://www.linkedin.com/in/jennessadurrani/AS THE WORLD INCREASINGLY FIXATES on artificial intelligence, layered upon SaaS solutions with bespoke interfaces rendered by next gen chipsets, we are often wooed by visions of a sublime future. Meanwhile, the FM industry is still evolving from the clipboard and sticker days, and moving towards a more streamlined, tech-enabled world. As building management systems get more sophisticated, the age-old adage still applies: ?Bad Data In, Bad Data Out? (I?ve seen plenty of first generation outsource clients with ?No Data. In, nor out?. So, how can Facilities departments benefit from the A.I. revolution, if the data at their disposal is poor? Wh at does ?good? look like?Let?s go ahead and get it over with by stating that good data is boring to most individuals. Currently, most equipment data exist as exportable excel spreadsheets: 100 ? 50,000 rows of model numbers, brand names, and condition assessments like ?fair? and ?good?. Most of the time, firms only capitalize large equipment or large projects and track them for accounting purposes. They are not tracking items down to the distribution panels, VAV boxes, and other smaller facility items which contribute to facility expenditures. They are also certainly not tracking these items from a lifecycle management perspective. Why should firms care? Unexpected repairs can cost up to 10x the amount of a similar preventative task, and preventative tasks cannot be assigned to equipment which does not exist in the system. The solution is budgeting the time and resources to establish and maintain a process for the collection of your facility asset data. This should be done as part of any facility portfolio change as a best practice, and all equipment be tagged with a QR code or barcode that is readable by your CMMS system. If your CMMS does not have this functionality, it?s highly likely that the reporting and analytics functions of your system are lacking. The included graphic shows how we perform facility tagging and asset cataloging.Smart Facilities, Dumb Databy justin hittJennessa DurraniMBAClick on this link to view ?Leaning t o Sur f Ch aos In st ead of Dr ow n ing in It ? a helpful webinar on personal productivity from the IFMA CFC Archives

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FM PROFESSIONALJANUARY 2025 PAGE 43FM PROFESSIONALJANUARY 2025 PAGE 42To start with, let?s look at the Finance department. A firm deciding to engage in a sale or sale-leaseback can command a higher premium for its real estate given the facility data collection efforts described in the prior section. Buyers want to know what they are getting into, and it?s all the risk they are taking on, directly or indirectly. Supporting the disposition process through excellence in good data supports global financial leadership.What about HR? While the struggle between employee satisfaction and RTO rages on, facilities can support both sides through better insights. IoT sensors for occupancy, consumables depletion, and footfall traffic, coupled with badge or live app data can provide real-time visibility into facility utilization. This is all aside from any scoping or financial benefits tied to that exercise. Are people simply badge-swiping? Or are they staying engaged throughout the day? Insights provided to leadership as part of your monthly reporting package can help drive strategic RTO outcomes AND employee engagement initiatives. Furthermore, these initiatives can be tailored to match how employees are using the space. Even lavatory supply inventory data can provide insights?ESG departments are also beneficiaries of more robust equipment and asset tracking programs. After all, the primary goals of these departments are to reduce waste, improve efficiency, and create more sustainable outcomes. CBRE found the practice of refining the scope of services based on occupancy data yielded a 5-10% reduction in janitorial associated waste ? up to an 18% reduction in base costs! Additionally, when equipment is in a persistent state of disrepair, it can consume an average of 20% more energy than its properly maintained equivalent. Therefore, having visibility into your preventative maintenance program?s performance helps you consume less energy across your entire portfolio.Tying it all t oget herWith so many inputs ? a global portfolio requires a system to intake, normalize, and tag the raw data from these various input sources (BMS, Vendor Applications, CMMS, meters, sensors, etc.) such that it can be merged into a single-pane of glass system. The best systems offer customizable dashboards which allow for bespoke KPI tracking by user, but these metrics will only be as good as the groundwork put in by your teams to get the data.If you?re a facilities Director, VP, or in the C-Suite, it?s likely you?ll be pitched to in the coming years over the next shiny bit of A.I. magic to streamline your portfolio operations. Before you support or encourage such initiatives, consider if your teams are ready to play with the new toys. If a review of your facilities information posture finds itself lacking, consider the guidance above for your teams to execute ahead of a large technological capital expenditure. With your information properly prepared, you?ll unlock the power of the future at your firm! It can be a laborious task to perform tagging after you?ve begun occupancy or taken possession of a facility, but there are a few options for shoring up weaknesses in your own dataset at any given time. Depending on the timeframe for completing your asset inventory, you can either enlist a 3rd party to perform the services for you as a project or self-perform the work throughout the course of regular business. Your in-house team should be familiar enough with the equipment to tag equipment themselves if you are budget conscious. However, a professional firm whose core business is tagging and performing condition assessments will produce a substantially more expeditious and higher quality work-product. Next, this data and QR information is loaded into your CMMS system. From there, these individual assets in the system are assigned their preventative maintenance task load. Additionally, corrective maintenance tasks can be associated with those assets as breakdowns occur. This is a granular, rudimentary exercise to be sure. However ? the power it unlocks when coupled with the right CMMS is substantial, as the Work Order Summary graphic demonstrates. In t er -depar t m ent al im pact sStandardizing an asset inventory process early in your firm?s growth stages eases the burden as your firm grows and adds properties. Large firms may grow by hundreds of sites per year, either through organic growth or by acquisition. Say, for example, a company that makes $5B/year but doesn?t know how many times it engaged contractors for repairs, or how many tickets its team completed in the prior year. How can it justify capital allocated for replacement? If you are part of a company like that and are reading this ? it?s never too late to get started!One of the wonderful things about FM is that its impact spans many departments. Thus, investments in FM processes have the potential to positively impact the core functions of those departments. Justin is a CRE professional and currently works for CBRE in a solutions-oriented role, and he is president of IFMA?s Museums and Cultural Institutions Council.https://www.cbre.com Justin.Hitt@cbre.comJust in Hit tCBRE Group, Inc.

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Engaging in More Eff ect ive Com m unicat ion Learn to communicate in a way that resonates with C-Suite priorities. Focus on how your insights can increase revenue, profit, or shareholder value. When communicating with executives, remember that it's not about you ? it's about them. Align your insights with their priorities and decision-making processes.When presenting information to the C-Suite, remember these executives are under immense pressure. They do not have time to digest complex data. They need to understand the significance of the information quickly. You will be more valuable to them if you provide actionable insight, not just information. Instead of merely stating facts or presenting a data table, ensure you offer context and your analysis along with the information. For example, when discussing occupancy rates, include your ideas for improvement and detail any cross-departmental collaborations that address critical issues. Becom ing a Business Asset Position yourself as a valuable resource rather than just an overhead cost. Leverage your technical knowledge to provide actionable insights, not just raw data. Provide concise, relevant information that executives can quickly act upon or use to stimulate their thinking.Help executives optimize assets by focusing on efficiency and value enhancement. Link your insights to the corporate strategy and consider how local market changes might affect your organization's real estate decisions. Your role is to distill complex data and extensive research into actionable information that can influence their strategic actions.As a facility manager, you can make significant, multimillion-dollar impacts on your organization. Offer clear, impactful recommendations based on a thorough analysis of market conditions, competitive landscapes, long-term trends and emerging technologies. Your insights can guide your executives in making crucial decisions about property investments, renovations, or facility overhauls. By aligning these recommendations with your FM PROFESSIONALJANUARY 2025By mastering these components, you will be better equipped to communicate your value, align more effectively with executive priorities, and contribute more meaningfully to long-term planning at the highest levels of your company. A deeper alignment will then allow FMs to transform their position from a cost center to a value center within the organization.Th in king More St rat egicallyTo elevate your role, shift from tactical thinking to strategic thinking. Consider how your position intersects with your company?s overall corporate goals. For example: - How can facility management actions impact the company's market position? - What long-term implications do real estate choices have on business success? - How can optimizing facility assets improve the company's financial performance?As a facility manager, you are involved in various aspects of the business. These include site services, asset management, security issues, engineering challenges, capital improvements, and regulatory compliance. The key is to identify where you can add value relative to the company's overall objectives.When thinking strategically, consider the context of these functions within the whole business enterprise. Reflect on how your recommendations and insights can advance business objectives and align with the overall strategy. For instance, if your company aims to be the premier player in furniture sales or interior design, evaluate how this goal impacts the specific operations and activities you oversee in facility management.Identify the information you have that would be useful to higher-level executives. Think beyond your tactical day-to-day operations and consider how your insights can impact overall business objectives. This involves thinking more strategically about your role in the context of the whole business by understanding how facility management intersects with the company's goals.PAGE 45executives, allowing FMs to better position themselves to offer valuable insights and solutions that address broader strategic concerns. Facility managers have a unique opportunity to elevate their role and become invaluable assets to their organizations. By understanding the challenges faced by C-Suite executives, FMs can better align their work to impact these key business objectives. To effectively engage with the C-Suite and elevate the role of facility management, it is crucial to focus on three key components:1. Thinking More Strategically 2. Engaging in More Effective Communication 3. Becoming a Business AssetCORPORATE EXECUTIVES ARE GRAPPLING with the consequences of an increasingly complex and uncertain business landscape. This environment creates significant challenges for strategic planning and decision-making at the highest levels of all types of enterprises. The factors contributing to this uncertainty include unpredictable government actions, fluctuating market conditions, international complications, and overall business volatility. This constant change and uncertainty put immense pressure on C-Suite executives as they navigate these turbulent waters while making choices that shape their organizations' futures. For facility managers, understanding this landscape is crucial. It provides context for the pressures and challenges faced by top Elevating Facility Management's Strategic ValuePAGE 46Jill J. Johnson

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Jill J. Johnson, MBA, is President and Founder of Johnson Consulting Services, a management consulting firm specializing in strategy development. https://www.jcs-usa.com | Jill@jcs-usa.com company's long-term goals and target markets, you position yourself as a key partner rather than as just a manager of physical assets.You r Pat h t o C-Suit e Inf luence These three elements work together to demonstrate your value beyond day-to-day operations. They showcase how facility management can directly contribute to achieving the organization's strategic goals and financial performance. As you master these components, you will find yourself increasingly involved in high-level discussions and decision-making processes, solidifying your valuable role with your executive team.By thinking strategically, aligning with C-Suite priorities, and communicating effectively, you can transform your role from a cost center into a valued strategic asset within your organization. When you provide high-level, actionable insights, you're not just managing facilities ? you're driving business decisions that can reshape your organization's future. Remember, executives are looking for truth and accurate information they need to make informed choices to achieve results. By delivering this, you position yourself as an indispensable asset to your organization's leadership team.Jill J. JohnsonMBAFM PROFESSIONALJANUARY 2025 PAGE 47FM PROFESSIONALJANUARY 2025 PAGE 46

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FM PROFESSIONALJANUARY 2025 PAGE 49Usually, multiple types of connects occur in any one encounter. Dividing an encounter into these five different types can be helpful. It allows you to be aware of the many facets of the encounter and which connects are affecting the relationship positively or negatively. For example, you may be connecting mentally and physically, but by being aware of the different connect options, you can add additional physical, emotional, shared-values, and spiritual connects, thereby moving the relationship further toward the positive.Likewise, you may want to neutralize a relationship without creating a negative connect. For example, if someone is trying to connect with you inappropriately, this can be an awkward situation, especially if that person is your boss, customer, or business associate. By understanding the five types of connects, you can purposely restrict connecting with that person to avoid sending the wrong message or building an unwanted relationship.1. Ment al Con nect sMental connects are the easiest to recognize. If you are giving or asking for information, it is a mental connect. Listening to and being interested in the thoughts, ideas, plans, interpretations, and opinions, whether in person, through email, chatting online, or texting, constitutes a mental connect.Of the five types of connects, mental connects are the weakest and have the least effect on the relationship bond. However, they are also the easiest to deploy and are typically the first type most people use in an interaction. Mental connects are essential and play an integral role in almost every encounter. But you should always try to add other types of connects. Do not rely on mental connects alone.2. Ph ysical Connect sIn a physical connect, we connect through touch, physical proximity, physical gifts, our physical behavior, and by providing protection. In business, looking someone in the eye and shaking hands are physical connects.THIS ARTICLE IS THE SECOND IN A SERIES on developing business and personal relationships. In the first article, "Your Golden Opportunity for Business Success," we discussed how effective relationship management is your secret weapon, silently driving success in every role.A relationship is an emotional bond between two people, developed through interacting or connecting. Connects are rarely neutral; they usually have either a positive or negative impact on the relationship.Under st anding Posit ive an d Negat ive Bon dsPositive bonds are characterized by mutual care, concern, loyalty, and a desire to spend time together. They inspire people to help each other achieve their dreams, meet their needs, and find happiness. Evidence of a positive bond includes acceptance, support, frequent thoughts of the other person, and a happy feeling when interacting with or thinking about them.On the other hand, poor relationships can have strong, negative bonds fueled by negative feelings such as contempt and hate. Just as positive bonds are reinforced through positive interactions, negative bonds are strengthened through negative interactions.The goal of the first article was to raise awareness of the importance of relationships and the nature of each connect? whether positive or negative. Each interaction offers the opportunity to move the relationship toward the positive or the negative. Understanding how to intentionally influence that movement is the objective of this article.Th e Five Types of Con nect sThere are five ways to connect with another person, which I call the "5 pillars of relationships":1. Mentally2. Physically3. Emotionally4. Through Shared Values5. SpirituallyThe 5 Pillars of Business RelationshipsBrent Naseat h

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FM PROFESSIONALJANUARY 2025 PAGE 51FM PROFESSIONALJANUARY 2025 PAGE 50person is upset without demonstrating concern or empathy, you may create a negative emotional connect because you are demonstrating a lack of sincere interest.4. Shared Values Conn ect sShared values are not necessarily morals; a value is simply something you want or a belief that is important to you. We generally choose friends and mates who share our values. Comparing your values to the other person?s values is a shared values connect. It is positive if their values match yours and negative if they oppose yours. Sharing the same values with someone is a more powerful experience than mental, physical, or emotional connects. It communicates to the other person that you are just like they are, creating a quick bond of trust. They will relax their boundaries and feel comfortable around you. Without realizing it, managers often hire people who share their values over more capable candidates.For example, talking about sports with someone who loves sports creates an easy mental connect. Going to a ball game with them or giving a sports-themed gift creates a physical connect. Sharing the excitement of a home run and the disappointment of a missed catch connects you emotionally. If sports are your passion and you both live and die for the same team, you will have a shared values connect that is stronger than the other types of connects. Values unite companies, religions, countries, clubs, and families. Values inspire quests, crusades, missions, and wars. Values are so important that as a species we have judged, avoided, persecuted, and even killed others because of values differences.Devaluing what is important to someone else results in a negative shared values connect. To build a positive relationship, avoid defending or promoting values you know are opposed to the other person?s values. Instead, appreciate and become interested in their values. Be tolerant of beliefs contrary to yours. It is difficult for relationships to endure over long periods without shared values.Physical connects are more powerful than mental connects because they interact directly with the primitive brain, causing an instantaneous response that influences the conscious brain before it even registers that you are there. The other person?s primitive brain may analyze your appearance, posture, position relative to them, touch, behavior, and tone of voice.In business, a face-to-face meeting (or a video call) is more powerful and builds a relationship faster and more effectively than a phone call or email. On the negative side, a physical threat is much more powerful than a verbal or written threat. Combined, a physical connect and a mental connect are more powerful than either one by itself.3. Em ot ional Con nect sEmotional connects are more powerful than physical and mental connects. People who share strong emotions with others during intense physical or emotional turmoil or deep personal growth during powerful experiences, often form lasting relationships. When others share feelings and emotions with you and you empathize with them and comfort them, they will consider you a trusted friend.Fear is a powerful emotion that we all share. Holding someone emotionally safe is probably the most important emotional connect you can make. You hold someone safe when you are supportive of their emotions and feelings without any judgment or negative consequence. This is an important skill for managers.Conversely, criticizing or judging another person is a powerful negative connect. It demonstrates your lack of acceptance and caring for them. Not empathizing with someone?s emotions, even if you are just distracted, communicates that you do not care about them or that you are a cold, unfeeling person who may be willing to hurt them.For example, asking someone why they are upset is a simple mental connect. If you show concern or empathy in your voice as you ask them how they are feeling, you add a positive emotional connect. However, if you ask why a Just being curious about and interested in another's values is a values connect, though not as strong as if you share those values. Ask questions and find out who they are or more about values that they bring up.5. Spir it ual Conn ect sSpiritual connects are the most powerful of the five types. A spiritual connect is any connect not communicated through the five senses. These connects are not related to and transcend religious belief systems.A spiritual connect can turn an upset, angry person into a calm and open person within minutes, even without physical interaction. Even without being in the same room (or city!) as another person, a spiritual connect can influence attitudes and the relationship. For a simple example, experiment with the Compassion Exercise by Harry Palmer.Conclusion: Add Addit ional Con nect s When PossibleTo build relationships faster, combine as many connects as possible in an interaction. Focus on the most powerful connects available. A positive emotional connect and a positive shared-values connect can create a very meaningful experience between two people. Adding a spiritual connect can create a life-changing experience. And of course, these connects are boosted when combined with physical and mental connects. While I've included a few examples of the first four types of connects, be aware that they can be different for different cultures.In the next article, we will discuss how to intensify each type of connect and put them together into a simple formula for building business and personal relationships. If you have any feedback and questions, please feel free to reach out via email at brent@bizsteps.com. Until our next discussion, I encourage you to experiment with different connects in each interaction and to reflect on the nature of your professional relationships.Brent is an independent management consul-tant specializing in Operational Excellence. He created Lean for Service and is a certified Six Sigma Master Black Belt and project manager.Brent@bizsteps.com | LinkedIn profileBrent Naseath

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FM PROFESSIONALJANUARY 2025 PAGE 52FM PROFESSIONALJANUARY 2025 PAGE 53?benefits? of returning to the office ? such as having in-person brainstorming meetings, casual conversations when bumping into people in the hallway, and easily reaching over to your colleague to bounce around an idea ? are the very same reasons why so many of us always dreaded coming into the office in the first place. As an introvert with a lower threshold for external energy, I am not fully productive in spaces where I can be visibly seen by everyone all the time. Aside from the noise and distraction from those around me, an open space also makes me feel like there is an eternal open invitation for people to talk to me, which gives me anxiety. Also, although I am an introvert, I have a naturally friendly disposition, and being in open spaces makes me feel pressured to engage in extroverted small talk with people, when all I really want to do is put my head down and work.Tree.? Imagine if you will, a tree, with the leaves on top, the trunk in the middle, and the roots at the bottom below the ground. Folks who are like the ?leaves? on top of the tree have higher thresholds for external stimuli, and in fact, actively and constantly seek it out. The trunk of the tree is where those with medium thresholds live? folks that have a more neutral response towards and away from external stimuli and can easily exist between both worlds. The roots of the tree represent those who have very low thresholds for external stimuli and who thrive when they are able to control and minimize it. Where ?Leaves? may have FOMO (Fear of Missing Out), Roots have JOMO (Joy of Missing Out). I like this description of differences in sensory thresholds because it describes a person?s preference for managing external energy without having any of the preconceived notions about introverts/extroverts. Because in truth, even ?Leaves? (like extroverts) also need to devote time for focused work and be devoid of external distractions, and ?Roots? (like introverts) may also truly value interactions with colleagues. The key is having the right balance of external stimuli that fits within their differing thresholds. In my experience, a person?s preferred focus of energy and their sensory thresholds have nothing to do with their ability to be excellent at their jobs, to become great team members, and exceptional leaders. But they do require different environments to be their most successful.Traditional offices are normally built around the common (and vastly misled) expectation that workers need to behave like extroverts to succeed. Wide open spaces with a sea of workstations, medium and large conference rooms, lounge areas out in the open, and large brightly lit cafeterias, all cater to folks with higher sensory thresholds. When in fact, those of us with lower thresholds for distractions have found navigating these traditional office environments to be one of the most challenging parts of our job. Many of the reasons that folks claim are the this only becomes exacerbated when company policies drive a return to office. It is important to begin by defining what I mean when I refer to ?introversion/extroversion,? because there are several misconceptions around these terms. I refer to these terms as they are defined by the Myers-Briggs Type Indicator (MBTI), and more specifically, from Jungian psychology. Rather than defining introvert/extrovert as being either shy and withdrawn or sociable and outgoing, which is the more popular interpretation, the Jungian definition2 has more to do the preferred focus of a person?s energy, whether the outer or inner world. Extroverts gain their energy, inspiration, and joy from the outer world, while introverts gain their energy, inspiration, and joy from their internal world. Another way to describe these differences with relating to the external world is to refer to an individual?s thresholds for external stimulation. Dr. Annemarie Lombard is the founder, CEO and thought leader behind Sensory Intelligence3, and she describes these differences through the analogy of a ?Sensory I CAME ACROSS A MEM E RECENTLY that really struck me. It read, ?People always tell introverts to be more talkative and leave their comfort zones, yet no one tells extroverts to ?shut up? and make the zone comfortable.? The meme stuck me because fundamentally, the words are true. And as an introvert myself, the words felt like a battle call. The Flex Index1 reported that as of June, 2024, 68% of companies across America have a policy requiring workers to be in the office at least some of the time, and nearly half require workers to be in the office full time. This means that regardless of how the office environment empowers you to be fully productive and happy at work, the expectation is simply that you just should be.I decided to author this article from a personal perspective as an introvert after the prodding of fellow introvert peers in the workforce. After all, this expectation is one of the most obvious things about traditional work environments that has gone unsaid for far too long. Traditional work environments are primarily built for the extroverts to thrive, and People alw ay s t ell int r ov er t s t o be mor e t alkat iv e and leav e t heir com f or t zones, yet no one t ells ext r over t s t o ?shut up? and m ake t he zone com f or t able.The Plight of an Int r ov er t in Ext r ov er t ed Wor kplacesBy Leni Riv er a

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FM PROFESSIONALJANUARY 2025 PAGE 54breakrooms to have spaces for people to eat privately and alone if they want is another method. Environments that work best are those that allow workers to feel in control of their external stimuli and can choose the space that supports the energy they need to be successful. If these simple ideas and accommodations are truly impossible to implement, then at least we can be more mindful of the impact of asking folks to ?step out of their comfort zone,? and instead, ask ourselves what we can do to make their zone more comfortable.Afterword: As a certified DEIB practitioner in the workplace, I would be remiss without clarifying that this article deliberately focuses on the personality preferences of introversion/extroversion and its connection with sensory processing rather than on any of the dimensions of diversity and neurodiversity. The fact is that truly successful workplace experiences, in any hybrid environment, are those that allow everyone to feel that they belong, and to thrive in every way. To further clarify; introversion and extroversion are related to sensory thresholds but are not exclusively connected or dependent on each other.1 The Flex Index: world?s largest source of hybrid, remote work REQS. (n.d.). https://www.flex.scoopforwork.com /stats2 The preferences: E-I, S-N, T-F, J-P. (2023, July 20). 2003-2024, Myers & Briggs Foundation. https://www.myersbriggs.org/my-mbti-personality-type/the-mbti-preferences/3 Sensory Intelligence® Consulting. (2024, June 2). Sensory Solutions for Life & Work, SA & Globally | Sensory Intelligence Consulting. Sensory Intelligence Consulting. https://sensoryintelligence.com/4 United States Personality Profile | Country Personality Profiles | 16Personalities. (n.d.). 16Personalities. https://www.16personalities.com/country-profiles/united-statesGetting up to walk to the bathroom or breakroom has always given me anxiety too. I have lost count of the number of times I would peek down the hallway first before heading to the breakroom for coffee, for fear of bumping into someone. I always know when the bathrooms are the busiest (after lunch) because that?s when I would avoid them or sneak to a bathroom in a more secluded area, for fear of having to engage in ?small talk?. I have also been known to lock myself in a bathroom stall and just close my eyes to shut out the world for a few minutes and try to regain my internal energy. The struggle is real!The thing is? I am not alone. In fact, there are just slightly more introverts in United States than extroverts, by 0.4%4. So, we make up roughly half of the population. Yet sadly, I have been exchanging sensory-avoidance stories like these with peers, colleagues, and friends in different industries and leadership levels for years. The frustration has grown since the pandemic ended, as companies started implementing return to office policies that feel like a trap. It does not have to be this way. Here is the good news: as workplace professionals, we can create environments that allow everyone to thrive, regardless of their thresholds and energy preferences.So here is our call to action. If nearly 70% of companies across America require workers to work in the office, we can make conscious efforts in supporting different thresholds for external stimuli. Rather than having large open workspaces, for example, let?s break it up into smaller sections, ideally adopting an activity-based layout to support the different working styles. Variance in lighting and temperature make a big difference, as well as the selective use of soundproofing materials. We can increase the number of smaller work areas, or work pods, enforce ?Quiet Zones?, and keep social areas separate. Designated quiet spaces enable folks with lower thresholds to stop locking themselves in bathroom stalls to regain their energy between meetings. Designing or modifying cafeterias and Leni is a Workplace Experience Leader, Author, Speaker, and AdvocateLeni Rivera

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