23 Nov

The Leader’s Mindset – Resources and Assets

The Leader’s Mindset – Resources and Assets

As a young engineer fresh out of school, I received a performance evaluation. My supervisors gave me glowing reviews, and I “exceeded expectations” in almost every performance metric. When I received my raise for the year, I was placed in the highest pool. That pool received a five percent raise, which was the highest raise that company policy allowed. Another engineer hired at the same time as I had been struggling and received a raise of three percent. Three percent was the lowest raise anyone could receive. At the time, I was making $30,000 per year. I can only assume that he was making something close to that same amount. At my $30,000 salary, the difference between outstanding performance and marginal performance amounted to $600 per year. It was truly demoralizing to be recognized as an exceptional performer and then receive a raise that did not seem commensurate with my effort or performance. This experience taught me a valuable lesson: Employees are either resources or assets.  

Is there a difference between a resource and an asset? I believe it to be a glaring difference. A resource is something that helps you achieve a goal or desired end state. Coal is a great example. To produce power, you burn coal. The result is power, but the resource, coal, is destroyed in the process. An asset, on the other hand, is something that you cultivate to create greater future value. A “fixer-upper” house is an excellent example of that. The effort put into the fixer-upper makes a significant return on investment in the future state. These examples define the difference between viewing employees as assets or viewing them as resources.  

Whether they know it or not, companies treat employees like either resources or assets. I know all too well that employees can feel like an asset or resource based on how they perceive their value to their company. It is something that leaders must address, but many struggle to do so. Today, corporate leadership faces so many external influences that it is far too easy to become externally focused and neglect the single most crucial thing that makes you successful or causes failure; employees.  

All employees are assets. All employees need to be nurtured and challenged to become better people and better employees. This mindset needs to be adopted at the top of an organization and spread throughout the ranks. Employers should want their employees to grow as both employees and individuals. 

Growth breeds success in life and business. Employees that feel that they are assets will thrive. They are happy employees. Happy employees lead to better employee and company performance. Employees that feel that they are resources will become demoralized. Demoralized employees struggle and often leave to pursue a healthier work environment. This creates churn and affects company morale and performance. Once this starts to happen, it is very difficult to turn around. It is far easier to maintain a healthy work environment than try to rebuild it.  

Here are some questions to consider:

  • Do you treat your employees as assets or resources?  

  • If you feel that your employees are assets, do your actions support that belief?  
  • If you view your employees are resources, is that a deliberate decision that has been made?
  • Have you ever told your employees that they are assets and critical to your company’s success?
  • Are you taking proper steps for the personal and professional development of your employees?  
    • Is it part of your company strategy and culture?
  • Have you ever asked your employees whether they feel like an asset or resource to the company? 

If you skipped directly to the bottom of the article looking for the answer, there is no magic pill that will make everything right. This article aims to promote discussion, encourage reflection on how you view your employees, and affect change.  

Good luck!

30 Apr

COVID-19 and the FM

COVID-19 and the FM


Paul Williams, President of ISM Services, wrote a 3-part article series to address the challenges facing the facilities manager as the result of COVID-19. The first article deals with Operations and Maintenance. The second addresses Human Capital which, while not usually synonymous with facilities management, is of critical importance during this time. The third article covers Facility Security and the increasing risk that security personnel are facing. Each article is available to view below. COVID-19 and the Facility Manager: Operations and Maintenance COVID-19 and the Facility Manager: Human Capital COVID-19 and the Facility Manager: Security
19 Dec

The Power of One Single, Small Word

The Power of One Single, Small Word

At work, we are faced with many hurdles. They can range from personality conflicts to reorganization and downsizing. While many of those hurdles are out of our control, there are some that we can control. We often are not aware that we place these hurdles ourselves.

One of the greatest barriers we face in both work and life is a single, small word. This can take the greatest of ideas and relegate them to the scrap heap. It can demoralize and demotivate. Many people use it daily with far-reaching, unintended consequences. In fact, most of the people that use the word don’t fully realize the power that it carries. What is this powerful word that robs us of ideas and motivation?

The word is but.

While this may initially sound odd, [but] carries powerful negativity along with it. By using in a sentence, it can discount any positive notes or emotions that came before it.

How does this sentence sound?

“You did a great job on this project, but…”

Read through that sentence once more.

Upon reaching [but], you anticipate a negative conclusion. You might wonder, “what did I do wrong?” or “what is coming next? At this point, you are no longer focused on the praise and instead are focused on the criticism you feel is coming. You’re now on the defense. Using but in sentences immediately brings negativity into the conversation. It doesn’t matter what follows but in the sentence. The entire sentence has now taken on a negative tone.

Consider the outcome of this sentence if [but] is replaced by [and]. What kind of impact would that have?

Let’s take the example sentence and substitute and for but.

“You did a great job on this project and…”

Read through that sentence again.

The elimination of a single word has changed the impact of the sentence. Do you think the second sentence will lead to a far better conversation? Which one would you rather be on the receiving end of? Replacing but with and moves us from negative interactions to positive interactions.

Give it a try and see what happens!

09 Dec

The Convergence of Facilities and the Internet of Things

The Convergence of Facilities and the Internet of Things

What is the current state of facilities management?  Where is facilities management headed?  How will it evolve in the near future?  Who will lead and who will follow?

The Current State

With few notable exceptions, facilities management is a low-tech industry that has remained remarkably unchanged for the last 50 years. The workplace, however, has transformed radically in those same 50 years.  Our facilities have transformed from hard wall offices and cube farms to office spaces that maximize flexibility and teaming.  Our office technology has advanced from typewriters and mainframes to handhelds, tablets, laptops, and desktops that have the greater processing power than the first super computers.  Our employees have gone from quiet lifers to transient workers who, on average, change jobs every 4.3 years. In that same time, facilities management has remained stagnant.

The Definition of Modern Facilities Management

People may argue that there have been many advances in facilities technology, but they are looking solely at facilities management as a series of systems required to maintain the spaces to house personnel and equipment when their focus should be on the Employee Experience (EX) and supporting the mission of the organization.

The Employee Experience (EX)

What is the Employee Experience?  Denise Yohn, a brand expert and influential author, states in an article for Forbes that “EX is the sum of everything an employee experiences throughout his or her connection to the organization,”. The employee experience includes “every employee interaction, from the first contact as a potential recruit to the last interaction after the end of employment.” If a business creates a better employee experience, it gives employers a competitive advantage in attracting and retaining more talent  Facilities play a great part in the Employee Experience.

A few examples of facilities items that affect the morale of the employee and their desire to stay or motivation to leave include parking availability, lighting in the office areas, extreme temperature variations, whether or not the office environment fosters collaboration or teaming, and the availability of conference rooms and scheduling tools for those areas. The time it takes to resolve facilities-related issues can play a role as well. We’ve all worked in or visited facilities that were depressing and demoralizing.  We’ve also experienced those facilities where the energy and enthusiasm were palpable.


If you talk to companies, their greatest concern is the loss of talent.  A good estimate is that human capital costs an organization $300 per square foot of space;  a tremendous expense.  The new generation of employees craves instant access to information and near-real-time resolution of issues – they are not content to wait.  Every time an employee leaves, their experience and expertise are lost by their company and often won by direct competition. Replacement talent must be recruited and trained.  That takes time and money and creates a skills gap.  Wouldn’t it be easier to focus on retention instead of replacement?


Facilities have long been viewed as a necessary evil, and to a great extent, their place in the overall success or failure of an organization has been overlooked.  Without power, space, and environmental controls, there is no mission.  Take any of the three away and you cannot produce your product or service.  Limit any of the three and it affects the ability to produce your product or service in a cost-effective manner.

Next to personnel, facilities are the greatest operating expense to an organization.  While human capital costs approximately $300 per square foot, facilities cost approximately $30 per square foot.  Human resources receive tremendous, seemingly persistent attention at the C-level when facilities seem to only receive C-level attention when there is an issue.  The same holds true for budgets.  Human resources budgets are always climbing as opposed to facilities budgets which are flat or declining.  Why is that?  Facilities managers do not have the same level of data to draw from.  As a result, it is hard to defend requested budgets.

The Answer

How do we tackle all of these issues?  How do we advance facilities management to where it needs to be?  Data.  More specifically, the Internet of Things (IoT) and data analysis.

The Internet of Things is defined by Webster’s as the networking capability that allows information to be sent to and received from objects and devices (such as fixtures and kitchen appliances) using the Internet.  More simply put, an IoT device is a ubiquitous term for anything with a Unique Item Identifier (UII) that can be connected to over the Internet or an intranet.  The IoT thrives on data. Any device that can be connected can provide data.  Facilities managers need data to make informed, defensible decisions and to operate facilities that aid in employee retention. This is the future of facilities management and the simplest way to achieve this is through the adoption of IoT devices.  Facilities managers no longer have to work within established protocols on closed systems like BACnet, LON, or SCADA.  They can deploy low-cost IoT sensors or simply attach to IoT-enabled facilities systems like chillers, air handlers, switchgear, and generators.

A simple array of IoT sensors in your office environment combined with an IWMS system with integrated Artificial Intelligence (AI) can tell you occupancy and utilization rates, traffic patterns for facilities maintenance, environmental conditions, and countless other data points that can be leveraged by facilities managers.  A different series of IoT sensors in data centers, manufacturing areas, and back of house/support areas can provide you state of health on equipment, allow for predictive maintenance, and monitor environmental and life safety conditions.

IoT Evolution

Currently, IoT is very limited in scope within the facilities world.  Companies are focusing the development of technology within their market sector or area of expertise.  Lighting companies are focusing on IoT lighting products.  HVAC manufacturers are focusing on IoT enabled HVAC products.  There are a select few that are looking at IoT holistically and developing solutions to provide integrated facilities systems.  With concept to appliance development cycles running at approximately 12 months, you can expect to see systems on the market within the next year.  As these systems mature and begin to see adoption, facilities IoT will begin to evolve at a rapid pace.

Who Will Lead?

The leaders will be organizations that understand and embrace the idea that data and the interpretation of those data are the future of facilities management.  They will operate more efficient facilities, be able to reduce their real estate footprints, and retain talent more successfully.  The challenge will be in convincing facilities managers to embrace technology and finding solutions providers that know how to derive value from gathered data.

Paul Williams is the President and Founding Partner of ISM Services, Incorporated.  ISM is headquartered in Pennsylvania and focuses on the implementation and maintenance of Facilities IT solutions.  ISM is currently celebrating its 15th year in business. 

Click here to download the Convergence of Facilities and the Internet of Things whitepaper