When presenting Facilities Management’s (FM)
Vision 2003 management plan over the past few years, Bob Hascall,
FM’s senior associate vice president, always flew solo.
But since one of the main themes of the plan was employees taking
control of their careers, Hascall decided to shift gears for the
presentation of FM’s Vision 2008.
It became a team effort.
Three FM employees joined Hascall at the podium for his third annual
servant leadership brown bag lunch, held in the Goizueta Business
School Friday, July 11.
“It had become ‘Bob’s Vision,’ said Hascall
of the Vision 2003 roadmap, a colorful, wall-sized drawing that
was part rebus and part game board from Life. “We wanted this
vision to be an FM vision, so a number of FM employees would learn
how to present it.”
Those employees were financial services manager Tim Lawson, technical
writer Elaine Gossett, and training and communications coordinator
Barbara Stark. While Hascall handled the opening comments and conclusion,
the trio of front-line FM employees did most of the heavy lifting
in explaining Vision 2008, which picks up where the successful Vision
2003 left off.
Vision 2008 outlines FM’s goals in customer service, access,
communication and creating a positive working environment. Creation
of the vision was a team effort involving all FM employees from
upper management on down through the ranks. The result is colorful,
icon-studded road map large enough to cover the classroom’s
Lawson discussed how the transition from Vision 2003 took place
and how some of that plan’s strengths (such as how FM should
focus on honesty, integrity, a supportive atmosphere for employees,
and the like) would be adopted by Vision 2008.
Gossett spoke of Vision 2008’s symbolic road being paved with
openness, integrity, caring and respect, all words that were written
in broad marker on the center of the display’s pathway. She
also explained several of Vision 2008’s pictograms, like a
starshaped little weightlifter, which represented FM’s strengths
(such as community involvement).
Stark focused on the end of the path, FM’s goals, which were
represented by a stadium ringed with flags adorned by words and
phrases like “family friendly,” “teamwork”
Work on the Vision 2008 concept began in spring 2002, when FM distributed
questionnaires to both its employees and customers seeking feedback
about how well the division was doing its job.
Not only did those questionnaires provide some statistics—81
percent of respondents listed Emory’s grounds as “excellent”
or “above average,” and 77 percent of customers gave
FM’s customer service the two highest ratings as well—but
they also gave FM management some insights into the mindset of its
Much of what Hascall found made him smile. For instance, 77 percent
of the more than 300 FM employees who responded to the survey said
they were “happy to come to work.”
“I think that’s remarkable,” Hascall said. “Obviously
we’d like 100 percent, but that’s something we will
He also saw room for improvement, citing the statistic that 40 percent
of customers either saw no change or a lack of progression in FM.
In addition to the questionnaires, Hascall and his people have met
with many small groups in FM for comments. Those collected in 2002
were incorporated into the Vision 2008 concept, and since the new
map was rolled out in January, newer suggestions have been used
to help refine it.
For instance, one employee had asked why the vision’s road
wasn’t paved with “fairness.” Hascall agreed that
it should be, and that word will be on the road before the final
map is drawn later this year.
The brown bag was sponsored by the Employee Council in partnership
with the Ethics and Servant Leadership Program of the Center for
Ethics. For more information about the council’s servant leadership
efforts, visit www.emory.edu/EmployeeCouncil/SERVLEAD.