April 2007 IFMA-Northern Alberta Chapter Newsletter
Foundations for Change and Thanks for the Fish
Upcoming Election of Officers for the IFMA NAC
It is now your opportunity, as members of IFMA NAC, to identify individuals whom you believe can assist in the future leadership of this chapter.
What does it really take to be on the board – a willingness to participate in a volunteer organization – a willingness to work with others and respect their level of commitment – a willingness to achieve a greater level of good in the community of practice – a willingness to share your knowledge and wisdom with others in all aspects of learning – a willingness to explore new ideas.
The benefits from board involvement are improving your network, gaining a feeling of contributing to the profession, and recognition in the Facility Management community, including receiving credits towards maintaining your CFM designation.
If you know of some individuals that truly exhibit this willingness or if it is in fact yourself that exemplifies this willingness please contact our Past-President, Mr. John McLaughlin at 917.7487 or by email at jmclaughlin@stantec.com to learn more about contributing and serving on the board of the IFMA NAC.
So Long and Thanks for the Fish
The following individuals have let the NAC Board of Directors know that they are embracing change at the end of their terms in office. The IFMA NAC would like to thank:
John McLaughlin – Past President
Cody Loy – Vice President
Ed Paras – Treasurer
Veronica Wake – Sponsorship
Ken Stepan – Communications
The Money
As of March 2007 the IFMA NAC had a balance of approximately $23,500.00 in the bank.
The Rule on Rules
Be sure that a rule is the only alternative.
Set a time limit on the rule. What works today may be standing in the way of progress tomorrow.
Limit the scope of the rules as much as possible.
Write the rule in plain language, minimize lawyer-ese.
Be specific about what is allowed and not allowed.
Give folks a place to go with questions about the rule.
Be realistic. Impose a rule that will make sense, and explain the logic behind the rule.
Focus the rule on outcomes, not process.
Borrowed graciously from Kent Blumberg – see the whole article at http://kentblumberg.typepad.com/kent_blumberg/2007/01/rules.html
The Newest CFM
IFMA Headquarters and IFMA NAC are most pleased to announce and to congratulate
R. Paul Simons, CFM, FMA, CPP
Assets Supervisor
City of Spruce Grove, Alberta, Canada
For meeting the qualifications required to be a Certified Facility Manager (CFM).
IFMA 2007 Live Webinar Series (visit www.ifma.org for details)
May 02 – Best Practices and Benchmarks/Rapid Deployment of CAFM and TIFM Solutions (Basic)
May 16 – Best Practices and Benchmarks/Rapid Deployment of CAFM and TIFM Solutions (Intermediate)
May 30 – Best Practices and Benchmarks/Rapid Deployment of CAFM and TIFM Solutions (Expert)
June 14 - The ADA and Facilities: Let’s Get Practical
The Editor’s Words
It is like this and it is very simple – things change all the time. Interest’s change, people change, learning changes and surprisingly even work has change (amazing). So get ready for some more change and ask yourself these questions in relation to your current business. The following is from “A Manifesto for Mavericks” which was the run-up to the recent release of Mavericks at Work by W. Taylor and P. LeBarre. Also please know that W. Taylor is speaking at WWP2007 in New Orleans.
The Maverick Challenge
1. Is there a distinctive and disruptive sense of purpose that sets you apart from the competition?
The best companies are the ones that stand for the most original and compelling ideas. What ideas are you and your company fighting for?
2. Can you be provocative without provoking a backlash? There’s a difference between challenging the status quo and inviting retribution from rivals that are bigger, richer, and more ruthless than you. One key test of any would-be disruptor is whether he or she can also be a convincing diplomat.
3. If your company went out of business tomorrow, who would miss you and why? We first heard this question from advertising maverick Roy Spence, who tells us that he got it from Jim Collins of Good to Great fame. Whatever the original source, the question is as profound as it is simple—and worth taking seriously.
4. Are you the kind of person that other smart people want to work with? If you expect outsiders (or even colleagues) to share their best ideas with you, then don’t be surprised when they expect something in return. It can be money, it can be recognition, but more often than not, what draws people into open-source projects is the chance to push themselves and develop their skills.
5. Can you make innovation fun? Ideas are serious business, but if you’re working to tap the brainpower of outside-the-mainstream contributors, then you have to work to keep your open-source project colorful, dramatic, and energetic.
6. Do you treat different customers differently? If your goal is to establish a psychological contract with customers, then almost by definition you won’t appeal to all customers. One test of how committed a company is to its most important customers is how fearless it is about ignoring (even offending) customers who aren’t central to its mission. Not all customers are created equal.
7. Why should great people join your organization? The best leaders understand that the best rank-and-file performers aren’t motivated primarily by money. Great people want to feel like impact players inside their organizations. Great people want to be surrounded with and challenged by other great people. Put simply, great people want to feel like they’re part of something greater than themselves. Does your company give them that chance?
8. Do you know a great person when you see one? For organizations that are serious about competing on talent, who you are as a person is as important as what you know at a moment in time. That is, character counts for as much as credentials. Do you know how to conduct a character test?
9. Does your organization work as distinctively as it competes? It’s a simple question with huge implications for productivity and performance. Leaders who are determined to elevate the people factor in business understand that the real work begins once talented people walk through the door. HR maverick John Sullivan says it best: “Stars don’t work for idiots.”
10. Are you learning as fast as the world is changing? We first heard this question from Gary Hamel, the world-renowned strategy guru, and it’s the ultimate challenge for any executive or entrepreneur. The best leaders we’ve met, regardless of their age, experience, or personal style, have all been insatiable learners. In a business environment that never stops changing, you can never stop learning.
Change more – it is good for you.
If you liked Sudoku check out Slitherlink at http://www.nikoli.co.jp/en/puzzles/slitherlink/ this will be the next puzzle craze to hit the North American newspaper market.
Now the Past Editor for the IFMA NAC
Ken E. Stepan, CFM
