In 2025 facing an employee shortage, education and mentorship in healthcare facilities management has never been more critical. We spoke with Lamar Davis, Executive Director of Facilities Engineering and Support Services at the Shirley Ryan AbilityLab in Chicago. Lamar shares his insights into the role of training, mentorship, and talent development in healthcare facilities management (FM). His experiences and philosophy illustrate a thoughtful, structured, and people-centric approach to addressing workforce challenges in a highly specialized field. Though our discussion is now a couple of years old, the substance remains relevant and applicable to today for a discipline facing significant challenges.
Lamar Davis’s leadership philosophy is rooted in a strong belief in mentorship and workforce development. His own entry into healthcare facilities management came as a result of mentorship, and it continues to shape his commitment to developing others.
Mentorship as a Personal and Professional Imperative
Lamar’s journey into FM began when he was working in safety management. As a young professional fresh out of college, he found himself spending a lot of time around plant operations staff—those he described as “the coolest guys in the world.” They welcomed his curiosity and eventually gave him hands-on opportunities to learn. One of the most formative moments in his career came when a seasoned facilities director asked him to shadow an evening engineer from 11 p.m. to 7 a.m. for six months. This immersive experience, though unconventional, provided Lamar with invaluable technical and cultural education. He described it as “the best six months of my life.”
Because his career was launched through the investment of mentors, Lamar views mentorship as a responsibility he must now pay forward. He emphasizes that mentorship doesn't just benefit the mentee—it also enhances the mentor’s own skills and sense of purpose. As he puts it, “Mentoring helped me be better.”
The Evolution of Mentorship and Soft Skills
Lamar distinguishes effective mentorship as requiring authenticity, self-assurance, and a willingness to share knowledge openly. He acknowledges that some professionals are hesitant to mentor because they fear being replaced or outshined. His advice to those individuals is grounded in humility: “I never take myself too seriously.” Lamar argues that showing vulnerability and sharing even your mistakes can foster trust and learning in others.
He notes that a mistake mentors often make is becoming too emotionally invested in a mentee’s progress. If that person doesn't follow the path the mentor envisions, it can lead to disappointment. The key, he says, is to “meet people where they are” and understand that each mentee’s journey will be different.
In recent years, Lamar has seen a shift in the skillset required for success in FM leadership. When he started, technical expertise was paramount. Today, soft skills like communication, empathy, and relationship-building are often more critical. He estimates the current balance to be at least 60/40 in favor of soft skills—and in some contexts, even higher. His own job, he says, is now “99% people,” with most of his time focused on managing personalities, solving human issues, and fostering culture, rather than performing technical tasks.
The Apprenticeship Program
In response to the intense competition for skilled labor in Chicago’s healthcare landscape, Lamar and his team created a formal apprenticeship program. Designed to build a pipeline of future FM professionals, the program includes tracks for maintenance technicians, painters, and clinical engineering (biomed) roles. Apprentices work one day a week in hands-on roles and also receive classroom instruction. After six months, they graduate and are given hiring priority for any open positions.
Lamar sees this as a critical long-term investment in workforce development. It is also labor-intensive, and he credits his leadership team with doing the “heavy lifting.” Despite the time constraints, Lamar is adamant that “you have to make this time investment—you don’t have any choice.”
He expressed interest in collaborating with national organizations like ASHE to develop a broader, potentially regional apprenticeship or training strategy. His concern is not just for his hospital’s staffing needs but for the industry at large.
Building Confidence in Others
Lamar shared stories of identifying leadership potential in employees who hadn’t yet seen it in themselves. While he has not yet successfully transitioned any of these individuals into management roles, he respects their self-awareness. Some employees have told him directly that they value going home at 4 p.m. without being on-call or responsible for higher-stakes decisions. Rather than push them, Lamar honors those boundaries and encourages people to pursue growth on their terms.
Still, he continues to engage with all employees personally. He believes in “wearing them down” over time—not with pressure, but with kindness and genuine connection. He gave the example of an introverted employee who recently had a child. Lamar gave him a small gift and used the opportunity to break through. “Now I get a little bit of a crack of a smile,” he said. These small gestures are part of how he mentors, leads, and builds a team-first culture.
Conclusion
For Lamar Davis, training and mentorship are not just initiatives—they are cornerstones of sustainable leadership in healthcare facilities management. By creating development pathways, fostering inclusive and supportive team dynamics, and leading with empathy, he sets a clear example for how FM leaders can—and must—cultivate the next generation. In an era defined by workforce shortages, Lamar’s commitment to mentorship stands out as exemplary.
Link to full discussion: https://www.buzzsprout.com/1010893/episodes/10121676