We asked the question - and what you told us speaks volumes:

• 45% say there's a strategic thinking skills gap 

• 23% are bogged down by routine tasks 

• 20% lack data and insights 

• Only 13% believe they're already strategic

Why?
Because off-the-shelf programs don’t speak your team’s language.
Employees forget 70% of generic training content in 24 hours.
One-size-fits-all delivers just a 4% performance boost. Bespoke can exceed 20%.
In FM, 75% of leaders say generic training doesn’t prepare teams for rapid change.

If you work in facilities management - client or service partner side - you’ve probably asked (or heard) that question more than once.

We’ve developed a short, focused workshop that clears up the confusion around roles and responsibilities in FM.

We recently supported a major global FM provider whose internal transformation team had done all the right things:

·         Process reviews

·         Engagement workshops

·         New KPIs

But progress? Minimal.
Frustrations were rising - across the frontline, in the back office, and at board level.

In the fast-paced world of work, where priorities shift quickly, and diaries fill up fast, flexibility is essential. However, there’s a growing trend that can quietly erode trust and productivity in teams: the habit of cancelling meetings at the last minute.

Change fatigue is real – and it's hurting transformation efforts.

In a recent poll on LinkedIn, I asked:
“How does your team typically respond to frequent organisational changes?”

In today's fast-paced world, it's easy to lose touch with our professional network. But staying connected, even when you don't need anything, is incredibly valuable.

We've all been there - standing in front of a room, presenting our ideas, and hoping they resonate with the audience. It’s a vulnerable moment, and every presenter/trainer/facilitator (yes even the Kentish and Co Ltd team!) looks for validation, a sign that their message is landing. That’s where you come in.

In the current climate it couldn’t be more important to have the kind of personal resilience and self-belief that allows you to roll with the times and to overcome set-backs.

When you recruited your people they may have had all the skills, knowledge, behaviours and attitude necessary to do the job – but perhaps over time the job has changed, the people they deal with have changed, expectations of your team have changed or perhaps just being able to do the job is no longer enough?

The Kentish team is facilitating a lot of in-person workshops with clients at the moment, and here are a few of our tips for attendees to help you get the most value, make an impact, and leave feeling inspired.

At least once a week, someone in our network asks for advice about becoming a consultant. I thought it might be useful to share my own 7 key tips for a successful transition

Recently, when asking why they decided not to work with Kentish and Co Ltd, a global client told me, although they know the impact we have in the FM sector, it would be 'too late' to save their relationship with their service provider.