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philosophy with Stephen Covey's principle-centered leadership approach and became a certified facilitator of Covey's 7 Habits of Highly Effective People. Meanwhile, at a dozen tours of duty, he managed day-to-day facilities maintenance, master planning, and administration of major construction projects. "Admittedly, these were Navy buildings," Smith says, "not historic collegiate gothic landmarks intended to endure forever." By his twenty-fourth year in the Navy, Smith had reached the rank of captain, three of his four children were in college, and he felt the time was right to move on to something else. He considered becoming a leadership/management consultant but realized he would "rather be doing it than just talking about it." He was drawn to education and to the business of educating people. Also, he sought a position "with an ownership role." In a neat piece of serendipity, Smith's final duty station was at the Navy Yard in Washington, D.C., just across the Potomac River from APPA's headquarters in Alexandria, Virginia. His relationship with APPA began when he visited the office, read the publications, used the Job Express service, and applied to listings, including Bryn Mawr. LOVE AT FIRST SIGHT A small, prestigious private college with Quaker roots, Bryn Mawr College is located 12 miles west of Philadelphia. The 120-acre campus has an enrollment of 1,300 undergraduate women and 450 graduate students. Not only did Smith fall in love with the campus on his first visit, but he also thought that a private college would offer a greater degree of freedom and less bureaucracy than a large public institution. In addition, he liked the idea of a small school, where he could be more involved in the day-to-day running of the campus. Today, his responsibilities include the daily care and major renovation of buildings (excluding housekeeping/custodial functions), master planning, capital project design and construction, maintenance of grounds—including more than 3,600 trees—and operation of the high-voltage electricity systems that feed all buildings. Projects have run the gamut from rerouting streams to building a stormwater retention pond to adding modern additions to 100-year-old historic buildings. All of this is accomplished by a facilities services staff of only 22 people, "but each a true professional in their respective field of responsibility," Smith says. "I inherited some talented mechanics and craftsmen and was able to hire or promote people in the early years who are still here and are the absolute best at what they do. When you are only 22-strong," he says, "each person's contributions and willingness to be part of a team are vital to success." Smith's management style is a well-honed version of his early intuition filtered through Deming's philosophy and Covey training—to keep joy and pride in the workplace. "My style I HIRE PEOPLE WHO ARE GOOD is hands-off leadership, "he says. "I hire people who are good at what they do, AT WHAT THEY DO, EMPOWER empower them to make decisions, and give THEM TO MAKE DECISIONS, them free rein to excel—only stepping in AND GIVE THEM FREE REIN TO where there are gaps. We focus on building strengths—helping each other become even EXCEL—ONLY STEPPING better at what we are already best at—and IN WHERE THERE ARE GAPS. then supporting one another in those areas where specific skills are not as strong." But all this is not enough for a leader. Smith stresses that you will always have to deal with some one above your level, making decisions you will have to live with. "So the challenge," he says, "is to make sure you get a seat at the decision table." Smith was able to gain a seat at the Board of Trustee's table on the Building and Grounds Committee and also was able to gain the respect of senior administrators. He admits he was lucky to arrive at Bryn Mawr the same time as a new incoming president. Both getting started at the same time, they grew into their jobs and developed a mutual respect. CHANGING THE CULTURE Smith learned that, before he arrived, the department frequently delivered bad news to the Board—capital projects had 14 | september/october 2013 | Facilities Manager