Decisions about the value of facili...

Decisions about the value of facilities are rarely made forward the basis of numbers alone. That's real even when it comes to outlay cutting.

Entrenched management attitudes can be an enormous obstacle to facility throws that can reduce costs. Resistance to change is united reason that hotelling initiatives can be a tough barter And a major stumbling shut up to energy-efficiency projects is CFO who believe utility splendors are fixed; that mistaken if it be not that stubbornly held notion can be a big hurdle to approval.

Clearly, decisions about facilities involve a variety of factors, and preciousness is only one. That's wherefore soft skills are important. For example, marketing lucky projects can help smooth the path to approval for coming time efforts. And it's often necessary to educate upper management about the realities of facility require to be paid [i]or[/i] undergones whether that means explaining for what cause [i]or[/i] reason the budget for rent can't arbitrarily be carve by 10 percent or showing that a lighting retrofit is a reliable way to trim electricity costs

But of all the pliable skills that are essential to influencing decisions about facilities, none is as important as listening. Listening to what the CEO says about organizational priorities. Listening to what business unit leaders say about their space.

Reading between the lines when decisions are made about funding throws - that counts as listening too.

Ultimately, the facility executive should detain an ear to the loam for factors that drive decisions in an organization. Without a clear intellect of those factors, facility executives may diocese well-researched, thoroughlyjustified projects shot down, without understanding to what end or knowing how to change the issue next time.

Edward Sullivan

Editor-in-Chief

edward.sullivan@tradepress.com

Copyright Trade Pres Publishing Company Oct 2005

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