Corporate Culture vs. SLA

 

• 
• 

Facilities Management GroupFacilities Management GroupSteven Ee IFMA-Fellow • FollowingSteven Ee IFMA-Fellow • Following

4d • 4d •

Understanding the Top 5 Mistakes in Facility Management - Service Level Agreements

I appreciate those who have given me feedback and responded to my last VBFM-Newsletter, "Overcoming Common Challenges in Facilities Management's Service Level Agreements". I will attempt to write to respond to those frequent asked questions in my subsequent VBFM-Newsletter.
In this VBFM-Newsletter, I will share on pointers on the Top 5 Mistakes observed in FM-SLAs:

Ambiguous Service Level Definitions: Vague and unclear definitions in service levels can lead to misunderstandings, unmet expectations, and failures in meeting the service levels' requirements.

Overlooking Key Performance Targets and Indicators: Overlooking and neglecting to identify and monitor relevant key performance targets and indicators hamper effective performance measurement.

Insufficient Communication Guide: Poor and inadequate communication control lead to misunderstanding, delays, and potential services' disruptions.

Failure to Address Change Management: Neglecting and procrastinating to update changes in the FM-SLAs can result in failing to meet the new service levels requirements which may impact the Client if the services cause violation to legal requirements.

Lack of Regular Review and Update: The FM-SLAs are living documents that require to be updated to keep pace with the service levels change. The lack of periodic review and update may cause the SLAs to be outdated and irrelevant to the Client's current need for facilities services.
The purpose for sharing this VBFM-Newsletter is so that FMs can avoid those common pitfalls in FM-SLAs so that together, we can embark on a journey towards efficient, transparent, and high-performance FM.

If you are new to FM-SLAs and would like to delve deeper into mastering FM SLAs, I invite you to attend our one-day training session. Gain insights into best practices, interactive workshops, and practical strategies for effective SLA implementation. Join our upcoming one-day FM-SLA training on 28th February, 2024. Register via enquiry@fms-1.com to secure your spot. Let's embark on this journey together towards FM excellence.

FMS Associates Asia Pte Ltd ...enabling FM to achieve consistent performance excellence and continual improvements

Mazen JamlehView Mazen Jamleh’s profile • 2ndPossessing a Master's Degree in Mechanical Engineering and actively pursuing opportunities within the Hospitality, Facilities, or Properties sectors

3d

Top mistakes in facility management services include inadequate planning, poor communication, neglecting technology, insufficient training, overlooking preventive maintenance, ignoring sustainability, lack of flexibility, and not prioritizing safety. Addressing these is vital for effective service delivery.

For Whom the High-Rise in Ancient Rome..?

 

Source: Twitter/gandalf_u / Twitter/gandalf_u

Being poor in Ancient Rome meant you would live in a high rise

Life in Rome was mainly filled with those on the poorer end of the scale. Of course, being a part of the first city with over 1 million people meant they all needed somewhere to live. The solution? High rises. The apartment buildings were called insula - which means “island” - and stood up to 100 feet tall.

They were packed in together, with the worst apartments being on the top floors. That’s because they were cramped, dark, and meant someone would likely pass away in a fire. Instead, the bottom floors were reserved for those with more money. Still, many rented rooms to several roommates, with no apartment coming with running water or insulation.

https://journeyranger.com/post/576/what-life-in-rome-was-really-like?utm_source=Facebook&utm_campaign=RomeFacts%20V2%20LH%20CWW%20Auto%20VA3%201ST29%20F.a34%20C.S1%20FB&al=1&utm_medium=Facebook_Right_Column&fbclid=IwAR2bb5bB_ai_DKjUHhPOUVWtAwcyy_xiGHCVQ-NAGCJ3LDHE_Ep3LaGsHl

The Infatuation Interval

 

Jeroen KraaijenbrinkJeroen Kraaijenbrink • 2nd • 2ndStrategy and Leadership Consultant | Global Top 20 LinkedIn Creator | No-Nonsense Collaborator, Educator, Mentor and Author | Enabling Leaders to Improve Through Strategic Insight and Guided Execution |Strategy and Leadership Consultant | Global Top 20 LinkedIn Creator | No-Nonsense Collaborator, Educator, Mentor and Author | Enabling Leaders to Improve Through Strategic Insight and Guided Execution |

Visit my website

1h •

Ever heard of an “infatuation interval?” You should, because it determines to a large extent how successful your products and services are—and especially for how long. This is what it means.

In his book, “Slingshot,” Gabor George Burt introduces the concept of an “Infatuation Interval.” It is a key part of his Slingshot framework that is definitely worth reading in its entirety.

An Infatuation Interval is the period during which customers are so excited about a product or service that they, as Burt argues “become temporarily blinded by any shortcomings or possible defects and are in a trance of positive affiliation.”

During the Infatuation Interval it is primarily the customer’s emotions at play, and in particular their excitement about the novelty of the product or service.

Once this period is over, customers enter a second phase, which Burt calls the Entitlement Period. During this follow-up phase customers “consumers feel entitled to all of the offering’s perceived benefits and demand more.”

In short, during the Infatuation Interval, customers are more excited about a less-than-perfect product, while during the Entitlement Period they are less excited and demand a perfect product.

Whereas the change from Infatuation Interval to Entitlement Period will be gradual, the radical difference between the two phases creates a clear case for serving as many customers as possible during the Infatuation Interval.

After all, during that time they are more excited, less complaining, more willing to pay, and more likely to be ambassadors for your product or service. Burt provides us with three ways to leverage this period to make optimal use of it:

1. Extend the Infatuation Interval by creating a product or service that is simply fascinating and which has diverse facets of which discovery takes some time. Another way to do so is to hold back supply so that demand overshoots supply.

2. Create a stream of Infatuation Intervals by continuously innovating, extending or improving your product or service. By launching new updates, upgrades, add-ons, or features, you keep the product/service interesting and customers excited.

3. Create infectious infatuations so that the excitement of one group of customers spreads to other groups of customers. This happens, e.g., when you target one specific market segment first, after which you market it step-by-step to other target markets.

I believe there’s many organizations who can benefit from actively managing the Infatuation Interval of their products and services to make and keep them exciting for customers. Can you create and extend your Infatuation Interval?

DNA of Dubai

 

The DNA of Dubai | The DNA of Cities

Interesting to Listen to..

THE FOUR QUOTIENTS

 

Jakob BovinJakob Bovin• 3rd+• 3rd+I've worked with 800+ leaders to achieve breakthrough results | Together we fuel high-performance in your leadership team | We bridge the strategy to execution gap across the organisation | We unlock your full potentialI've worked with 800+ leaders to achieve breakthrough results | Together we fuel high-performance in your leadership team | We bridge the strategy to execution gap across the organisation | We unlock your full potential

1w •

Leadership is more of an art than a science
And it's a lifelong learning process.
The 4Q's is an intriguing way to consider the different dimensions leaders must excel at.
 
INTELLIGENCE QUOTIENT - IQ
 
IQ tests were first given in 1904 by Alfred Binet to help identify children that needed extra help in French schools. Over the past century, the interest in IQ has remained high across the world.
Whilst top leaders typically have a higher IQ on average, IQ alone won't get you very far to become an effective leader.
 
EMOTIONAL QUOTIENT - EQ
 
Although the term Emotional Quotient first appeared in 1964, it really took off in 1995 with Daniel Goleman’s book “Emotional Intelligence”.
Today it’s widely acknowledged that to be truly effective, leaders must develop the five dimensions of EQ: empathy, effective communication or social skills, self-awareness, self-regulation, and motivation.
This is very challenging - because leaders are under constant pressure.
There's a constant focus on results, KPI’s and key stakeholder interests.
Often the hard things (results) are in focus, not EQ.
So, leaders that do embrace and develop EQ are those that truly multiply their potential for growth and impact.
But that only has value if you are taking the organisation in the right direction… which is where SQ comes in.

STRATEGY QUOTIENT - SQ
 
The Oxford languages definition of strategy is "a plan of action or policy designed to achieve a major or overall aim."
Phenomenal strategists have the ability to develop a strategy that builds on the collective experience of the organisation, market dynamics, organisational capabilities and constraints, key trends... And then set that in motion so that people are excited to charge ahead.
... But SQ without execution is merely a daydream - so, we need XQ to get results.

EXECUTION QUOTIENT - XQ
 
There is no dictionary definition of XQ, probably because it remains somewhat elusive and so challenging.
XQ is obviously crucial to sustain an organisation and momentum.
The leaders who are strong in this get results no matter what.
But it needs to exist in harmony with the other Q's, otherwise individuals, teams and the organisation cannot follow or perform in the long-term.
 
 
THE FOUR QUOTIENTS - EQ, IQ, SQ, and XQ - are interdependent.
 
IQ is a foundation, EQ enables collaboration, SQ maps the journey, and XQ drives us to the destination.
Leaders must strive to hone and develop and balance these four quotients to unlock their full potential.
Consider where you are and how you can become stronger.
Keen to hear in the comments which one you think is the most important.
 
Enjoy your weekend!
Jakob 
#leadership #iq #eq #sq #xq

PS.   If you found this insightful and of value, please LIKE and REPOST! I'll know what resonates & it's also a source of motivation. FOLLOW ME to see more from me and hit the BELL on my profile if you want to know when I post.