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planning for riots – another day on the facilities front line
Recently we have seen the worst civil unrest I can recall in this country, although the poll tax riots and other isolated incidents were pretty grim at the time.
The suffering of people affected by the theft and arson, whether they be the victims or those trying to help, is beyond anything that I can imagine and my thoughts also went out to colleagues in the facilities management industry who were responsible for some of the premises that were attacked or threatened. We always have plans to cover various scenarios, but on that scale?
The sheer wanton destruction of property brought to mind some of the predictions of what we could expect overnight on the 31st December 1999 and into the morning of 1st January 2000. On the run in to that date change there were a number of people predicting Armageddon as computers failed to recognise the new date and many people who should have been a lot more rational became almost panic stricken.
Later in 1999 I was summoned to a meeting with senior managers from some of my client companies to re-review the crisis plans for the end of the year. With many city centre properties there was an obvious concern over business continuity if large scope rioting were to occur and access to the buildings was restricted or denied for one or more days in the aftermath.
This was all good, basic, facilities management stuff. We had looked at all of the implications that we could think of, working with colleagues from IT, HR and others and had run three desktop exercises earlier in the year, refining the plans after each. We were well prepared, but not complacent because no-one really knew for certain what was going to happen. I was convinced that the millennium bug was a myth, but could partying get out of hand for example? We couldn’t be sure, but we could be prepared, and we were.
But the doubts of senior people would not go away, and they gradually became less and less rational as the weeks ticked by. Eventually one of them called me at home one Friday evening, “I’m just checking that the number in the emergency pack is right for you at home” he said, “I thought that you might have put a false one in”. Well, it was the right number, was there anything else?
Well there was. He wanted an assurance that I would spend the end of year night at one of the London offices. Why, I asked, and was told that it was essential that I was on site in the event of a riot. The idea was that I could take personal charge and prevent any mob accessing the building, although how was up to me. Err, no, my plan was that, at the first hint of trouble of any magnitude near any of the sites, we would pull the security team out and arrangements were in place for that. We knew that we could cope with the loss of a building; that was a long standing arrangement, and so the risk of any of our people being attacked or killed trying to defend one was to be avoided. We could not stop a mob.
After I put the phone down that Friday evening the Berkshire Belle and I discussed the concept of me stood outside of the front door of head office, arms akimbo ordering the mob to desist seemed a bit of a King Canute job really. Seeing the violence of recent events I think that we had made the right call.
Standards, Good Practice or Guidelines – why and when do we need them?
I’m writing this with facilities management in mind, but it is applicable to business, society et al. It’s on my mind because of something lurking round the corner that I have been involved in commenting on and thinking about the specific has got me thinking about the general point of why we have such things as standards, rules and the like. What is the point?
If one were to live entirely in a vacuum you could do without standards of any sort, but once there are two or more people you start to need to define things; boundaries for example and ways that you will behave towards each other. So in life and business we have a range of things that are set out; money and measurements need some definition so that we can trade, and other standards come along such as the notorious EU efforts to define the sausage, along with more sensible things like regional wine & cheese definitions.
All of these are good because they allow us to function in our lives. Then we have laws, many of which are stupid (because they are unenforceable), but society has to have some foundation. Some laws help, others hinder, but we rub along.
Experience is a big part of life in all its forms. The wilderness can still be a dangerous place as witnessed by the Eton school party last week, and we learn that there are dangers in pushing the boundaries (one of the things about elf & safety for me is that it could be a danger in the long term if we remove all risks and cease to learn; if we remove all risk of falling over, will we forget that it hurts?). As we have evolved we have learned all sorts of things that we can pass on, and these become as Good Practice.
In business we do a lot to encourage good practice; benchmarking and peer groups, professional bodies, continuous professional development and so on, and these are often taken a step further by trade bodies that have codes of practice for their industry. All of this is good because it takes us forward and gives our customers and markets confidence.
And then there are the standards. Imagine what life would be like if we didn’t have an electrical wiring standard; visual signage standards are another good example of a beneficial standard that we work with on a daily basis. We don’t even perceive some of the standards that rule our lives like those that allow us to use our various mobile devices, but they are there and we all benefit from them in life and work.
But then there are another range of standards, and these are closer related to the Euro sausage that we might think. To some degree they are good things. ISO, BS and CE assure us that something has been made to a standard that we can rely on; that we can plug something in and not put ourselves or our families at risk of electrocution, say, is a good thing and one I will defend.
However, I think that there are dangers in taking good practice and turning it into a standard without good reason to do so. Often good practice should be adopted just because it is good, not by enforcing it. Leaders drive good practice forwards; complying with a common standard can stifle that, and also competition and that is bad.
So let’s keep standards for where we need them and let business leaders thrive as unfettered as possible, because that is the path to recovery.
just another quiet day on the facilities front line, then Anders Breivik came along
News from Norway last week shocked the world, and we feel for the families of those who lost loved ones. The media have made much of possible motive and the whys and wherefores, but I am more concerned about the impact on those who had responsibilities for the security of people at the two venues that were targeted, because those of us in facilities management walk in their shoes.
I’ve written here about the time, just after the Columbine spree killings in the USA, that one of my sites had a suspected gunman outside. That came to nothing, but we learned some lessons that we built into the way would handle any future incident. I’ve also covered a suspicious package incident, one of three that I have experienced, but I have also had someone gain access to one of my sites and start brandishing a knife, demanding to see their estranged partner, and four or five other incidents involving domestic issues that got to the edge of violence come to mind.
When you are managing a site where there are large numbers of people, probably also with public access, you walk a tightrope. Now I don’t want to suggest that this goes on all of the time, but you don’t know when an incident will occur. When one does, then speed and level of response needs to be on the money if you are to have any chance of dealing with it. How you cope with something like the second incident in Norway is mind boggling and I can empathise with my opposite numbers up there. What they must be going through is something that I never want to have to face. My thoughts are also with the forces of law and order. Expectations on them are enormous and the media cane them whatever they do these days.
In our world, the FM team need to be well trained and to understand what they should and should not do when something flares up, but also in spotting the warning signs. We do have a variety of states of alert, and raise the level of vigilance if we are warned of a specific threat, but so often incidents arise without warning, especially the domestic ones. All of the incidents that I have mentioned came on ordinary days, albeit a couple of the suspicious package ones were are the height of the IRA campaigns. One minute you’re quietly getting on with something and the next you’ve switched to crisis mode: that innocent looking visitor grabs your colleague, pulls out a 12 inch kitchen knife and holds it to your colleague’s throat.
Thankfully the majority of us don’t ever face these situations, and those that do probably only get one in a lifetime, so how do you prepare? The start for the reactive side is in the basic emergency process; you get used to handling these things in a calm and structured way so that when something happens it is dealt with. Regular practice helps, both in desktop exercises and live ones, to settle the team into being able to react effectively when an alarm is raised. The proactive side needs a culture of vigilance, and that applies to the whole team; you have to have an escalation process and you need an intelligence network.
If you do these things then you have a chance of reducing the risk. I doubt that we will ever prevent a determined solo attack like that seen in Norway last week, but we might be able to limit the impact. When did you last review your process?
Leadership lessons from the News of the World & Wayne Rooney?
Over the last week there has been much discussion in and around the media on leadership, primarily concerned with the roles of Messer’s Murdoch pere et fils. Personally I find the sight of politicians haranguing successful business people on the subject of accountability completely risible, but hypocrisy is the hallmark of modern politics and, sadly, we quietly accept it.
One day we might see genuine leadership from those we elect to office, but I doubt that it will happen whilst they all subject themselves to their media advisors; you can lead a committee, but you can’t truly lead by committee.
Where the Murdoch chaps fit into this week’s thoughts is the question of their position relative to what they knew. The whole sorry mess has seen much hysteria, but there is a basic issue at the heart of it as far as leadership goes, and that is that the leader should be setting the tone and that will be promulgated throughout the organisation.
How well that is done is another facet of leadership, but you cannot always guarantee that everyone will do the right thing; there are all sorts of possible failures from people not doing what they should whether that be through innocent or malicious reasons. I well remember a negotiation training course where a good syndicate group would have worked out that, at a critical stage in the deal, they would have to brief their notional team on keeping their powder dry. The boat must not be rocked at any cost, and so the syndicate would go through the role playing of talking the senior management team through what was needed of them. We would then roll the timeline forward and, of course, one of the senior team would have stepped out of line and torpedoed the negotiation. Sure it was cruel, but the syndicate members needed to be able to react to such situations because they do happen.
Now I make no judgement here on whether or not the M team knew what was going on over at NOTW or not, but it is patently obvious that you cannot delegate and be absolutely certain that your standards, policies or instructions will be upheld. You accept the risk and build in appropriate measures to mitigate against such risk, one of which is that a transgressor will lose their job.
To be conducting the questioning of the Murdoch’s along those lines is to mislead the public at large and is therefore another leadership failure , but let’s not get me back onto politicians, let’s just return to the point of the leader needing to set the tone.
Elsewhere in my newspapers this week I note that a certain Mr Rooney heads the table of footballers whose name is most popular amongst fans buying team shirts. It seems that more people want to have his name on their backs that anyone else which, on the basis that he has followers, makes him a leader of sorts.
I don’t follow professional football much these days; the game has lost its charm for me, but I respect Mr Rooney’s ability and application in his job. What does nothing to earn my respect is his behaviour, and this is what he shares with the NOTW.
The NOTW was successful because people wanted to read what it told them. It too was a leader and generated large amounts of advertising revenue because of its followers. But, like Mr Rooney, there were behavioural aspects that should have been curtailed, and in this the Murdoch’s failed.
Leaders can be good or bad. We need the former.
They call my right hand men Himmler & Hess and want me fired Part 2- more tales of life on the facilities front line
Last week left my team and I somewhat on the back foot. The clients were ganging up demanding my head to head off the changes I wanted to make and, in at least one case, to waste a 6 figure sum. My team’s morale was on the floor and, quite frankly, I just wanted to get back down the M4 before the fog set in as the winter darkness fell, but this was not the time to be walking (OK driving) away. Read more…
They call my right hand men Himmler & Hess and want me fired Part 1- more tales of life on the facilities front line
The other Facilities Front Line posts here have been on the dramatic side; gunmen, dodgy parcels and so on. These are rare occurrences although they do make for good copy; most days at the office have some drama, but overflowing toilets, disputes over parking places and rows over catering or meeting room bookings are not the sort of tales to grip the reader. Today’s tale is somewhere in the middle. Read more…
when people come together they can fill a space with their life and energy
I’ve written here before about the alleged demise of the office, but the topic has raised its head again this past week so I’m off again.
We earthlings enjoy a fantastic range of communications devices these days, and we’re a couple of generations away from my early days at work where I would carry change to phone in to the office as and when necessary. Now the science fiction of my youth is a reality and I have a few of these devices at my disposal and am a happy, and fairly prolific, user of them.
The ability to keep in touch and to interact with others remotely has changed the way that we work, but that isn’t new; it’s just the natural process of evolution. The pace may vary, but change is constant.
The office as I have known it is a relatively new thing in terms of human history, and it has changed a lot in my time. At the end of the day it is a tool and we will adapt it as we need to. One of the buildings that I once managed is now an easyOffice and part of Stelios’ new venture. It still exists, which is more that can be said for some of the other flagships of my old 1990s empire; one has been demolished and an apartment complex now stands on the site, another has just been demolished and a third has been gutted and the shell absorbed into an industrial building. My team and I used to look after over 3000 people in those three offices and they were all key parts of the organisations that we worked on behalf of.
But we changed them radically over the time that we ran them and had them in a constant state of flux as the tenant businesses needs changed. There may have been an illusion of permanence, but it was only an illusion. The illusion is in the minds of the people though; the building is just a convenient place. Those of us who have managed big workplaces will know how lonely and dead they are when empty.
When people come together they can fill a space with their life and energy, and those provide a synergy that no amount of remote working or cloud collaboration can replace. The challenge for us within the industry is to provide those spaces, but in what form?
I remember the first Regus office locally and being very interested because they were doing on the open market what I was trying to do for an internal market. There was a time when it looked as though they wouldn’t make it, but the financial model has worked and others have followed, as with easyOffice in our old floors at Palmerston House, and all power to them for that.
Coffee bars, hotel lobbies, supermarket cafeterias and motorway services are all playing their part as alternative places to meet, but the thing that intrigues me is that there is still so much focus on city centres. With all of the moves away from pinning us down to the daily grind of going in to the office, most cities are working towards transport and infrastructure plans that are based on sizeable growth over the next 10-30 years. That implies that we will still have these great hives of activity for a long time to come.
Will we push the market, or will the market pull us? I don’t know that I have the answers right now, but it sure is a fascinating time to be in the industry isn’t it?
experience is as to intensity and not as to duration – thomas hardy
Quite rightly experience is valued. When we are recruiting an employee or engaging a contractor we look for relevant experience, and when we look at ourselves we talk about having paid our dues; done the hard yard and so on. Read more…
I’m happy to aspire to things, happier still to earn them, but entitlement; no thanks
There once was a schoolboy who wasn’t too sure what he wanted to be when he grew up, but he was quite keen on factories and offices, even if he didn’t understand too much about what went on there. The day came when he had to get a job and, perhaps fittingly for someone who liked buildings, he began to train as a surveyor. A recession curtailed that career, and he found himself working for an insurance giant in the City, but even the prospect of one day stalking the floor at Lloyd’s placing business with the syndicates was not enough of a draw. No, this youth wanted an office and a secretary. He didn’t know why, nor grasp what he would need to do to get or retain such trappings, but that was what he wanted. The City was a bore and he drifted into the retail and wholesale trade where his aspirations were refined through visits to many a private office, sometimes to be rewarded but, more often, to be chastised. As he would stand and take his medicine he took in the subtle benefits of the corner office, of mahogany over laminate, of carpet over lino, of the North West corner over the South East and more. From his early forays into management positions it took almost 10 years before everything came together and he not only realised what he needed to be able to contribute to a business for him to warrant an office of his own, but was able to demonstrate it to the satisfaction of those above him. By then he was with an organisation where such things were carefully prescribed; 11m2, carpet, swivel chair (with arms), desk with two pedestals (lockable), visitor’s chair, 4 drawer filing cabinet (lockable) and 3 hook coat stand. His name would be on a plate affixed to the door and his name and telephone number would appear in bold type in the internal telephone directory. To these things he was entitled. From that first box in the corner of the room to the North West corner office and a secretary (OK, a half share of one) took less than a third of the time it had taken to get to first base, but a dreadful irony cast its shadow on this idyll. For now that our hero had achieved his aspirations and more, he found that he wanted to discard them. In arriving at the position where the buck for delivering results stopped where he sat, one of the key things he had learned about earning that place was that leaders needed to lead by example. At a time when there was a need for austerity and sacrifice all around, why was he sat in splendid isolation in a space that would take 6 workers in comfort? So the corner room on the top floor of the office was swapped, firstly for what had been a store room in the warehouse, and then for a desk in the open plan and then for cadging a desk. All of the trappings that he had aspired to for the first half of his three score years and ten were gone within about 4 years of him having achieved them. Aspiration was one thing, but amongst the myriad things he had learned along the way to that corner office was what it took to earn that position, and being able to do that, to work successfully at that level, was in itself fulfilling; the trappings that came with the job didn’t matter. To aspire to something is one thing. To earn it is another, but to be entitled? No thanks.
why do wives put up with it?
Lately I have been back on the train a lot, and have been reminded of a phenomenon I had largely forgotten. One of those strange ritual behaviours between the female and the male of the species that puzzles, even troubles me. So let me set the scene:
Join me on platform one at Swindon as I await an early Paddington train. As an avid people watcher I have plenty of material to work with in such situations; travel provides a fascinating insight into one’s fellow humans. The platform regulars are instantly recognisable, as is their pecking order.
But, just beyond the tracks, is activity in the north car park that has reminded me of a, to me rather sexist, behaviour that really should have died out in these enlightened times. A car will sweep into the car park, pull up near the station entry and from the driver’s side will emerge Mr Businessman, suited and booted for his day at the office. From the passenger side will emerge, well, for the purpose of this story, let’s call her Mrs Businessman, and she is dressed for doing stuff around the house.
Mr B will take his briefcase from the back and depart for his train, and Mrs B drives the car back to the 4 bed, 2 rec, 3.75 bath or whatever.
Now there are variations on the level of human contact in these vignettes, but most are pretty perfunctory at best, but one stands out: The Volvo estate is brought to a stop with some authority. Mr B emerges, takes his briefcase and strides away without a glance at his companion. She walks round the front of the car, seeming to distance herself from him as much as she can, and departs with a decent touch of wheelspin. It is a shame that she had to pause to adjust the driver’s seat and that the car is front wheel drive. If she had been quicker and had had rear wheel drive she could have sprayed him with gravel such was the violence of her leaving the scene.
What domestic strife had preceded this journey? What was the atmosphere in the car along the way? These are the joys of people watching, speculating on events.
But I digress. The point here is that this ritual, something that I have seen for as long as I can remember, still goes on. OK, it is none of my business how other people live their lives, but this behaviour is so alien to me and seems so insulting to the ladies, although they seem quite happy to accept it.
I would never have dreamt of behaving like this with any of the ladies I have shared my life with since I flew the nest over 40 years ago. I know I’m not unique here as the guy who lives opposite is equally as happy to have his wife drive him as he is to drive her, but he and I do seem to be in a very small minority judging by my observations.
Maybe all of this is covered in the Handbook of Inter-Gender Relationships, I don’t know. Perhaps the ladies concerned are quite happy to have things this way. Maybe it means that they don’t have their driving criticised by some chauvinistic oaf. Possibly one of them might read this and enlighten me.
I hope that they do, because I would love to know. Whilst I’ll never find out what the story behind Mr & Mrs Volvo was, my natural curiosity is aroused and do I like to learn something new every day.
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