Louisa is an award-winning leader with over 18 years of experience in the Facilities Management industry. Having transitioned from the Royal Air Force, she has built a successful career in FM, rising to the role of Managing Director before founding her own coaching practice, One Feather. Louisa specialises in leadership development, coaching, and creating purpose-driven leaders across the FM sector. She is also a proud member of the Government Veterans Advisory Board and Chair of the IWFM Veterans in FM network, where she continues to shape industry standards and support veterans in their professional transitions.
Facilities Management (FM) plays a crucial role in ensuring the smooth operation of workplaces and built environments. It encompasses a broad range of services, from maintaining buildings and ensuring safety, to managing utilities, cleaning, and security. FM professionals are responsible for creating safe, efficient, and comfortable environments where businesses can thrive. Without effective workplace and facilities management, organisations would struggle to deliver core services, maintain compliance, and provide the essential support systems that enable day-to-day operations.
“Workplace and Facilities Management (FM) is one of the most accessible and diverse industries, offering a pathway to success for people from all walks of life”.
Despite the industry’s essential nature, FM often allows individuals to advance with minimal formal qualifications, which presents unique challenges in leadership development.
Many who start “on the tools” can climb the leadership ladder to the top.
It’s an industry I’m proud to be a part of, but we face a critical challenge: too many people reach senior levels without the leadership skills required to thrive, and this presents significant risks to both organisations and the people within them.
The ability to enter FM without formal qualifications is one of its strengths—allowing for hard work, commitment, and expertise to open doors.
But as you transition from technical roles into management and leadership positions, the skills required are drastically different. Managing a team, developing a vision, and navigating complex organisational dynamics require a skillset that doesn’t come naturally to everyone, and unfortunately, the industry has not consistently ensured those stepping into leadership are prepared for this transition.
The Consequences of the Leadership Skills Gap
The consequences of poor leadership behaviours are well-documented and cannot be understated. Poor leadership doesn’t just impact day-to-day operations; it can create toxic work environments, lead to higher turnover rates, stifle innovation, and reduce employee engagement. The ripple effects can be costly: poor decisions, lack of direction, and decreased productivity all affect the bottom line.
Moreover, when leaders fail to prioritise communication, emotional intelligence, and inclusivity, it not only damages their teams but also creates an organisational culture that struggles to retain and attract top talent. In an industry that relies heavily on human capital and frontline service delivery, this can be disastrous.
Why Are We Here?
So, how did we end up in this situation? The FM industry, with its wide-ranging entry points and rapid growth, has historically placed more emphasis on technical skills than on leadership development. While this is understandable given the operational nature of the work, it has led to an imbalance. Individuals who excel in technical roles are often promoted based on competence in their current position, rather than their potential to lead effectively. Without the right support, they are thrust into leadership roles without the tools they need to succeed.
As a result, we see managers struggling not because they lack work ethic or knowledge, but because they haven’t been trained in essential leadership skills—strategic thinking, conflict resolution, coaching, and team building.
A recent report by the Chartered Management Institute (CMI), Management Transformed, identified a critical skills gap in leadership across industries, FM included. The report highlights that over 80% of managers believe they face a significant skills gap, particularly in leadership, strategic thinking, and people management.
Even more concerning, over half of managers in the UK have not received any formal leadership or management training.
This underscores the need for structured and continuous leadership development programs to ensure managers are equipped to succeed in their roles.
The Way Forward: Closing the Leadership Skills Gap
So, what can we do to address this? Leaders, HR executives, and business owners must recognise that filling leadership positions with technically competent individuals is only half the battle.
To ensure that managers are ready to lead effectively, we need to be more intentional about leadership development at every stage of an employee’s career journey.
Here’s what needs to happen:
- Early Identification of Leadership Potential: From the moment someone shows interest or potential in leadership, organisations must start offering targeted development opportunities. This could be through mentoring, leadership shadowing, or even formal training programs that focus on soft skills like communication and empathy.
- Structured Leadership Development Programs: Organisations need to design and implement leadership programs that focus on building core leadership competencies, not just technical skills. These programs should be mandatory for anyone moving from a technical/operational role to a managerial role, ensuring they are fully prepared for the challenges ahead.
- Ongoing Training and Support: Leadership is not a one-time skill set; it requires continuous learning. HR and L&D teams must ensure leaders receive ongoing training in areas such as conflict resolution, diversity and inclusion, and emotional intelligence. Regular leadership assessments and 360-degree feedback can help leaders understand where they need to grow.
- Accountability at the Top: Executive teams and business owners must set the tone by prioritising leadership development and holding managers accountable for their behaviours. They must also model the leadership skills they wish to see within their organisations, promoting a culture of growth and development.
- Incorporating Leadership KPIs: Success metrics for managers should not just be based on operational outcomes but also on their ability to lead effectively. This can include staff retention rates, employee engagement scores, and team performance metrics, which can provide a fuller picture of a leader’s impact.
- Creating a Leadership Pipeline: Organisations need to invest in creating a pipeline of future leaders. This involves not only formal leadership training but also creating pathways for high-potential employees to move into leadership roles over time, rather than being rushed into positions without adequate preparation.
- Creating a Culture of Coaching and Mentoring: Senior leaders should be encouraged to coach and mentor emerging leaders. This creates a cycle of continuous learning and improvement within the organisation. Leaders who have been through the journey themselves can provide invaluable insights to those just starting out.
The Future of Leadership in FM
If the FM industry is to thrive, we must bridge the leadership skills gap. It’s not enough for managers to simply know the technical side of the business—they need to inspire, engage, and lead their teams to success. The future of FM depends on our ability to recognise leadership as a skill that requires just as much development as any technical expertise.
In an ever-changing world, where employee well-being, innovation, and adaptability are more critical than ever, developing skilled, empathetic, and forward-thinking leaders is no longer a “nice-to-have”—it’s an absolute necessity. Leadership is a journey, and as an industry, we must invest in making sure every manager is equipped to lead it.