Bridging the Leadership Gap in Facilities Management
Workplace and Facilities Management (WFM) has always been one of the most accessible and diverse industries. It's a sector where hard work, grit, and commitment can take you from "on the tools" right through to the boardroom.
That accessibility is something I celebrate — it's one of the reasons I've stayed passionate about the industry for over 18 years. But with accessibility comes responsibility. And the truth is, we're not doing enough to prepare people for the reality of leadership.
Too many talented individuals are promoted into management because they excel technically, only to find themselves floundering when the demands of leadership arrive. And when that happens, both the organisation and the people within it pay the price.
From Technical Brilliance to Leadership — A Different Game
Starting in FM doesn't require a degree or years of formal study. The industry is built on people who roll up their sleeves, solve problems, and keep businesses moving. But here's the shift: managing assets or technical delivery is not the same as leading people.
Leadership requires a different toolkit:
Vision — being able to see further than today's contract renewal.
Influence — getting buy-in, not just compliance.
Emotional Intelligence — knowing when to step back, when to lean in, and how to meet people where they are.
Conflict Resolution — turning disagreements into opportunities for growth, not reasons for division.
Resilience — staying steady when everything feels uncertain.
These skills don't appear overnight, and they don't always come naturally. They must be developed deliberately.
The Real Cost of Poor Leadership
We've all seen the fallout of poor leadership. It doesn't just damage day-to-day operations — it changes the entire culture.
People disengage and leave.
Toxic behaviours spread.
Innovation stalls because nobody feels safe enough to challenge the status quo.
Productivity drops as teams lose direction.
The financial consequences are eye-watering. Turnover costs alone can cripple contracts. And when leadership fails to prioritise communication, inclusivity, and wellbeing, the organisation becomes unattractive to top talent. In a people-powered industry like FM, that's business-critical.
How Did We Get Here?
FM has always valued operational excellence. Historically, promotions have followed technical brilliance rather than leadership potential. The problem is, the skillset that makes someone a great engineer, cleaner, or technician doesn't automatically make them a great manager.
That's why we see committed, knowledgeable people who work incredibly hard — and yet struggle. Not because they aren't capable, but because they were never given the tools.
And it's not just anecdotal. A 2025 study by HiBob found that for every $1 invested in leadership training, organisations can see up to $4.15 in return. That's not a 'nice-to-have''— it's proof that leadership development drives both human and financial outcomes. So, if the evidence is there, what needs to change?
Closing the Leadership Skills Gap
Fixing this isn't about bolt-on training. It's about rewiring how we think about leadership across the whole career journey.
Spot Leadership Potential Early
Don't wait until someone is promoted. If you see ambition and potential, start the development journey with mentoring, shadowing, and stretch opportunities.Structured Leadership Development
Leadership training can't be optional. Programmes must focus on communication, coaching skills, self-awareness, and empathy'ensuring new managers step into roles prepared, not panicked.Invest in Ongoing Growth
Leadership isn't a certificate you earn once; it's a muscle. Continuous learning, reflection, and feedback are essential. Regular 360s and coaching conversations help leaders understand where they shine and where they need support.Model Leadership from the Top
Senior teams in FM companies set the tone. If leaders want respect, they need to show respect. If they want engagement, they must demonstrate it themselves. Culture starts at the top.Measure Leadership Properly
Stop judging managers only on budgets and outputs. Employee retention, wellbeing, and engagement should be core KPIs. If a leader can't keep a healthy, motivated team, they're not leading effectively.Build a Leadership Pipeline
High-potential employees need visible pathways to progress. The "sink or swim" approach is outdated and costly.Create a Coaching Culture
Organisations thrive when leaders coach, not just command. Senior leaders should mentor and pass down the lessons they've learned. Coaching builds resilience, confidence, and future-ready leaders.
Why This Matters
Now More Than Ever The world of work is shifting fast. Hybrid models, ESG commitments, wellbeing expectations, and technological disruption are reshaping what it means to lead. Technical brilliance alone will not carry us forward.
FM sits at the heart of this transformation. As an industry that touches every workplace, every employee, and every community, we have both the opportunity and the obligation to raise the bar on leadership.
When we invest in people, we don't just fix today's problems — we future-proof the industry.
Final Word
If FM is to thrive, leadership cannot remain an afterthought. Technical skills keep the lights on, but leadership is what makes people shine. It's not enough to know the job, you need to know how to lead the people doing the job. And the future belongs to those organisations that recognise this truth: leadership is not soft, it's essential.
When we build leaders with empathy, resilience, and vision, we don't just close the skills gap, we create workplaces where people and organisations can truly thrive.
Louisa Clarke is a professionally qualified, multi'award-winning executive coach with extensive leadership experience. She helps leaders worldwide build confidence, resilience, and impact through practical, human-centred coaching.
Founder www.onefeathercoaching.com
Co-Founder www.thehuman-centricworkplace.com
