TZL 1566 (web)

personally and professionally. Discuss solutions to address the concerns they have and how it will best benefit them and the organization short-term and long-term. ■ Create scale with your clients. With an improved plan to service clients and the projects you work on, show added value by stressing resolution and attentiveness to their needs, which could open doors to other products or services your organization can sell. In a small market, the pace may be slow – but using the tools I’ve shared is the best way to acclimate and fit-in. Reputation, growth, honesty, integrity, and value are some of the key factors we use to measure success in any market where we may transplant ourselves. One may need to ask themselves: 1. Does the smaller market offer a sustainable pace that we would want to put ourselves into? 2. Can we fill-in and show added value within that market? 3. Can we scale to suit the small market needs? 4. Can both staff and client collaboration, which result in project success, be attainable in a small market setting? If you can answer these questions in your organization and your organization can do vice versa, there will be a win-win situation for those who leave the big city and venture to a lesser-known market with high potential. Todd Hay, PE, is vice president and office director at Pennoni’s Raleigh, North Carolina, location. Connect with him on LinkedIn.

TODD HAY, from page 9

■ Use your existing network to leverage your new environment. When you change your working environment, you should be using your existing network to promote your move, your new office, and your surroundings. That will motivate not just the existing contacts, but will help your internal and external network build consensus and buzz about your new role. “Reputation, growth, honesty, integrity, and value are some of the key factors we use to measure success in any market where we may transplant ourselves.” Researching how your new space currently promotes the firm and how they obtain leads and opportunities is critical. In a small market, there may be opportunities for growth in new areas that may not have always been promoted. Using a SWOT analysis, you can find where existing connections should be solidified (by call and email) and where new connections need to be made to grow in your desired services and markets. ■ Establish buy-in with staff. Discussing with staff what you’re doing to promote them, and their projects is key, but also what they can do to promote themselves both ■ Enhance your external connections and network.

THE ZWEIG LETTER DECEMBER 30, 2024, ISSUE 1566

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