MAC Of All Trades
MAC Of All Trades
By: Annie Kutsuris
MAC coordinators are the unsung heroes of the workplace, making transitions smooth for new and existing employees and supporting the overall goals of facilities teams. But what exactly is a MAC coordinator and how do they improve the workplace experience? MAC stands for moves, adds, and changes. These specialized move managers are often embedded at a client’s facility and are responsible for small to medium-sized moves within the office or campus, typically after-hours and over the weekend. They work closely with facilities teams, department heads, team leads, and dozens of external vendors to optimize space usage and minimize disruption to daily operations so employees can focus on their work. They are skilled at providing quick responses to complex projects and optimizing space usage. Let’s explore four of the services a MAC coordinator provides.
Elizabeth Cisneros
Sr. Project Manager
Meet the MAC team
What skills are needed to be successful in this role?
“Be extremely organized because the train does not stop!”
Tom Nguyen
MAC Coordinator
What’s the most important thing you do for your clients?
“[We] provide quick responses and fixes daily to optimize the space for employees.”
On/off boarding
One of a MAC coordinator’s many jobs is the onboarding and offboarding of employees. When a new hire is made, the MAC coordinator assists in space and occupancy planning to locate or create the appropriate workspace for the employee, with consideration to accessibility needs, job function, remote work schedule, equipment, and furniture system needs. The inverse takes place when an employee is offboarded or has a significant job change. MAC coordinators work with warehouses, IT teams, furniture dealers, and movers to decommission workstations and to make room for larger moves and reconfigurations.
Vendor sourcing and management
Depending on the size of the organization and churn, there may or may not be preexisting contracts in place for vendors. When a new vendor is needed, MAC coordinators will develop and manage the RFP process and assist in vetting and making recommendations to the facilities team. The Bridge Group’s MAC team is skilled at writing RFPs and ensuring clients are covered. The MAC team coordinates with dozens of external vendors for every project, including electrical, data cabling, furniture, biophilia, moving, and audio visual, in addition to the internal IT, facilities, and leadership teams.
Facility management software
Computer-aided facility management (CAFM) is important for organizations with multiple locations or large campuses. This software tracks employee changes, allocation of physical and shared resources, space assignments, and more. Having an up-to-date record of all moves, adds and changes is critical to maintaining the efficiency of a facility’s operations. The Bridge Group’s MAC team is proficient in setting up and managing CAFM programs.
Trend forecasting
The Bridge Group’s MAC team manages an average of twelve moves every week, which gives them keen insight into the trends and needs of the modern workplace. They report their observations to client leadership to aid in strategy and budget planning. Some of the trends they’ve observed as a result of recent return to office requirements are increased demand for meeting spaces (i.e., conference rooms and meeting pods), flex desks, hoteling spaces, and hybrid spaces where employees have the flexibility to do either focused or collaborative work.
MAC coordinators provide tremendous value by executing smooth transitions for employees, developing solutions to workplace challenges, and supporting organizational goals. The Bridge Group team handles all this and more so your employees can focus on your core business.
Celebrating Women's History
Celebrating Women's History
In honor of Women's History Month, we sat down with four of The Bridge Group's finest, to learn about their experiences as females in a historically male-dominated industry. These women are smart, strong, and passionate and it's an honor to have them on our team serving our clients. Meet the panel!
What inspired you to get into the construction industry?
SS: I came from a family where nothing was a barrier. It was "Go and get an education and be the best you can be". That expectation allowed me to have the ability to think, "I can do these things. In fact, not only I can, but I will".
EC: I actually started in residential real estate. It's the delivery that really inspires me to do real estate in general. Nobody likes moving, nobody likes picking up and going, but that look on their face when they move in and they have so much gratitude…It's that moment. That inspires me.
Sheideh Shanahan | Regional Lead, Pacific Northwest
Sheideh leads our Seattle, WA office and has over 20 years of experience in the construction industry. Her career has included managing the design and construction of commercial buildings as well as civil infrastructure.
Elizabeth Cisneros | Senior Project Manager
Elizabeth has 12 years of experience in Project Management and
Strategic Planning having executed complex projects of all types
including office, financial services, healthcare, and life sciences both
domestically and internationally.
Stephanie Hamilton | Senior Project Manager
Stephanie is a seasoned project manager with over 20 years of
experience focusing on high-tech headquarters and campus work,
property management, tenant improvements, decommissions and large
relocations for Fortune 100 clients.
Nicolle Cortorreal | Project Manager
Nicolle is a Project Manager with over 8 years of experience working in
the construction project management, architecture, and planning
industries in the New York City and San Francisco Bay Area.
How has female mentorship impacted your career?
SH: I started off in a male dominated industry and then went to go work for an architect who was a woman. Seeing the
strength and seeing the respect and the knowledge that a lot of these women out there have has been really
inspirational and gives me the ability to say “Why can't I do it?” instead of “I can’t do it”.
NC: When I entered the Construction Management and General Contracting world, there were a lot of women in
leadership positions there...when the opportunity presented itself, whether it was my direct management or even
somebody that I had to work on a project with, I just learned as much as I could, no matter where it was coming from... for me there is an opportunity to learn from anyone that I cross paths with in this industry
EC: The [mentors] that have stuck around are those who really take the
time to say “This is what I did, this is how I felt, this is how I navigated
that”. Even some that are just starting out in the industry- project
coordinators, admins, there's still a lot to learn from them...a lot of us get
stuck in our ways because we've done this for so long and don't know
how else to do it. So even younger women in the industry serve a mentor
role and they don't realize it.
What's the best piece of advice you've received in your career?
SH: I think just the whole idea of “Why can't we do that?” You don't have
to ask permission, you can just do it. And do the best you can at it.
SS: Don’t let what people say to you prevent you from advancing. If you
say “This is not for me because of the things people say” Then you're the
one who loses out and frankly, so does the industry.
EC: [an older mentor] said, "Get over the fact that you're a woman in the
industry, you're going to hear that until the day you die
because you're a woman and you are in a predominantly and historically
male occupation". She said. "So what? Get out of your head and think
beyond that". That wisdom is what I look for in somebody at a higher
level.
Is it important for young women entering the field to seek out
other women
in the industry?
SS: Always. I think every time we see individuals in roles that we didn't
see previously, as a society, we benefit.
NC: I think it's important for them to see and know other women in the
industry and form those relationships. There's not enough talk about
what's it like on site, what's it like when you're the only woman sitting at
the table and you're the one who has to lead because you're the client
Rep or you're the one in charge of contracting the whole team. I just think
that it's something that it would be great for more women to hear.
"When you
bring
diversity into
the picture, it
brings a
richness that
doesn't exist
from a
single point
of view "
SHEIDEH SHANAHAN
"You don't
have to ask
permission,
you can just
do it. And do
the best you
can at it."
STEPHANIE HAMILTON
What sets women apart from their male counterparts
in this industry?
SH: A lot of the time we don't bring our egos...we just bring our
knowledge. There's no arm wrestling in the room.
SS: I think when you bring diversity of any kind, whether it be gender,
age, or religion, you see the entire picture. If everyone is the same,
then their perspective, their frame, is the same. But when you bring
diversity into the picture, it brings a richness that doesn't exist from a single point of view.
How do you support the women on your team?
SH: By giving them the opportunity to try new things, to learn new
things and to really push their limits. Part of being a human is learning
and making mistakes, fixing those mistakes and then feeling more
empowered.
SS: Compassion and empathy.
Thank you to Sheideh, Elizabeth, Stephanie and Nicolle
for sharing! Each and every one of us brings
unique experiences, wisdom and passion to our work.
At The Bridge Group, we believe we are better
together, supporting and lifting each other up!
What Makes a Team Successful?
What Makes a Team Successful?
Lessons learned after three years of The Bridge Group
As we celebrate our third anniversary here at The Bridge Group (three years!), and start a new year, I’ve been reflecting on the successes we’ve had as a firm.
I went into construction project management because I love the dynamic challenges the field presents. No two projects are alike, and I enjoy getting to know my clients and their needs and then creating and executing specific project plans to deliver the space they require. In recent years, I’ve had the opportunity to work with clients on a variety of technology facilities and research labs. I’ve been inspired by how these people and projects are primed to change the world, and it’s exciting to play a small role in their success story.
The Bridge Group’s success story
My success story has been shaped by others, too. The company has grown faster than I ever imagined, and I give all the credit to my team. Each and every one of my employees has contributed to the firm’s growth in pivotal ways, whether by tapping into their personal networks to grow our client list, by advising me on ways to help the company succeed, or by tactical execution of project management.
I am grateful to all of my employees for pouring their hearts and souls into helping me build The Bridge Group, but I feel especially indebted to my first employee Stephanie Hamilton. Stephanie took a chance on me three years ago when I had nothing to offer except the promise of a supportive and hardworking boss who wanted to build a collaborative team and great company. Thanks again, Stephanie! Your support has meant the world to me.
Lessons learned after three years of The Bridge Group
Mentors make the difference
I’ve been really fortunate to work with some amazing people in the industry, from architects and engineers to general contractors and dynamic clients, who have helped me learn some of my most important lessons. In particular, I’d like to acknowledge Ed Smith who agreed to let me help him at the beginning of my career and introduced me to the industry. I’d also like to acknowledge Jurgen Decker at Facebook who has been a mentor to me over the years and continues to be. It takes time and courage to give honest feedback and his interest in my development has made me the project manager I am today.
If you want to break into the industry, here’s my advice: seek out great mentors. You’ll strike gold in finding someone to help guide you in your journey. I’ve found people in the industry to be generous with their time and experience, and eager to give back to the next generation. Sometimes all you have to do is ask.
Harness the power of your team
Above all else, The Bridge Group’s success is about people: The endlessly hardworking employees I’m grateful to employ, the trusting clients who work with us, and the project partners and vendors we collaborate with. I’ve found that overcoming challenges lies in our ability to engage the project team to find solutions. This includes everyone from the client to the design team to the sub-contractors. The success of a project is about harnessing the power of a team, and the ability to navigate tough conversations with care.
Invest in your people
Hire people who truly care. If you can attract and hire people who are driven by a desire to help, you’ll build a team of supportive, diligent people eager to support their colleagues. Do your best to support them as well. As a business owner, I find that if I can support my people, whether by enabling work-life balance or helping to solve problems they’re having on their projects, they’ll return the favor 110%.
Let your motivations guide you
I am a problem solver by nature. I’m energized by finding creative solutions to help people solve their problems. Oftentimes my work is a small but vital piece of the puzzle, but it feels good to help bring a client’s ideal space to fruition and support them in their on-going success story. Seeing our clients’ faces on their first day in their new facility brings me great satisfaction and makes all the hard work well worth it.
Say thanks
Make your appreciation known. Success is a team sport, and acknowledging those who make your successes possible will bring you far.
Thank you to all the clients we’ve worked with over these three years. You’ve helped The Bridge Group family push past our own limits to become the team of project managers we are today. We’ve had a busy three years and attribute our continued success to the clients and partners who provide us with on-going work, project referrals, and of course, the hardworking team members who make up The Bridge Group’s family. Here’s to continued success for all for the new decade!
Foster Healthy Project Teams with Crucial Conversations
Foster Healthy Project Teams with Crucial Conversations
How to approach difficult conversations for greatest impact
I recently had the opportunity to attend an off-site training with Aleen Bayard to discuss the importance of crucial conversations at work. Aleen covered the importance of having these challenging conversations and the best ways to approach them. Inspired by her candor and grace, I want to consider these principles against the backdrop of construction project management.
Having a crucial conversation can be the difference between a successful project completion with a communicative team and an all-out project disaster. Be it a tenant buildout or transition to an open office layout these vital discussions add clarity, encourage accountability, and keep projects on schedule.
But they’re often challenging to approach in the workplace. And while we improve the formal systems governing project management over the past decades, communication remains the Achilles heel of many project management teams. Yet addressing issues in a timely fashion enables projects to move along more smoothly and ensures everyone feels heard.
What are crucial conversations?
Crucial conversations are the issues we’d prefer to avoid addressing in the workplace. They are the conversations we most need to have but are least willing to broach. We fear the inevitable tension of an uncomfortable situation, especially at work. This discourages us from diving deep into these issues, but with the right approach, it’s possible to speak candidly about awkward situations.
Sometimes these conversations include:
- Conflicting opinions
- Circumstances where the outcome is uncertain
- Situations where you have to hold people accountable
Common causes for crucial conversations
- Fact-free planning
Projects that are set up with no consideration of reasonable budgets or timelines. With unrealistic project planning, it’s impossible to usher the final project through completion on-budget and on-time. Unrealistic deadlines, budgets, and project scope will surely necessitate a crucial conversation. - Absent sponsors
Leaders who don’t supply the guidance, leadership, time, or energy needed to see a project through to completion. In construction project management, this is often a client who doesn’t take the time needed to provide the details necessary for successful project completion. - Skirting
Individuals who work around priority setting. Team members who do their own thing without understanding how their actions affect the other team members and overall project progress. - The project chicken
Team members who don’t speak up when they notice a problem. Rather than voicing their concerns proactively, the project chicken waits for other colleagues to notice and broach the subject.
Approaching Crucial Conversations
While often uncomfortable, crucial conversations must be had. Effective leaders recognize that a difficult conversation will prevent the otherwise inevitable domino-effect of issues down the line. Bring issues to light privately but discuss it with the team when necessary. Ask for personal buy-in to encourage accountability. As leaders in the workplace, it’s our responsibility to have the skills, knowledge, and confidence to do so both on projects and off.
- Share your facts
Be prepared with your talking points ahead of the conversation. Remove emotion from the equation by clearly stating the history of what you see as the problem. - Seek to understand
Use questions to understand where the person is coming from. Ask questions like “Do you have too much going on?” “Are there ways I could better support you?,” and “What do you need to be successful?” Use a multiple-choice opener to get the conversations flowing. Be earnest in your questions to make the other person feel comfortable in giving their answers. - Talk tentatively
Be solution-oriented in your approach to these conversations. Speak to the person with kindness and respect. Share a conversation, don’t talk at them. - Encourage testing
Frame your solution as a question to tease out a conversation. Say, “here’s what I think (of a solution), what are your thoughts?” - Permission slip
Confidence is key when having crucial conversations whether with direct reports, peers, or senior leaders. Because you respect your colleagues and know they strive to do their best, you have permission to approach these conversations. With direct reports, think of the conversation as illuminating blind spots and accelerating development. With peers, you drive accountability and demonstrate respect. With senior leaders, frame these conversations as providing feedback.
Having crucial conversations leads to better outcomes. When leaders resolve conflicts faster and more efficiently, you foster improved relationships with vendors and the team, and you accelerate improved employee performance and engagement. Ask questions and listen, state your thinking, be prepared to compromise, and be solution-oriented.
Follow us on LinkedIn or Facebook for more insight on fostering healthy and productive project management teams.
Thank you to Aleen Bayard for her illuminating approach to crucial conversations. This blog post was created in conjunction with the valuable information Aleen provided on the topic.