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BUSINESS NEWS AECOM AWARDED CONTRACT TO SUPPORT LA METRO’S TRANSITION TO ZERO EMISSION BUSES AECOM the world’s trusted infrastructure consulting firm, announced it has been awarded a contract to provide program management, design and engineering services to support the Los Angeles County Metropolitan Transportation Authority’s ambitious goal of transitioning its bus fleet to Zero Emission Buses. As one of the largest electric bus programs in the nation, this initiative with support from the Infrastructure Investment and Jobs Act, will emphasize reduced greenhouse gas emissions and improved air quality while delivering high-quality services for Los Angeles County’s residents and visitors.
“As a global leader in transportation decarbonization, we are proud to contribute to Metro’s ambitious vision for a sustainable and efficient transit system,” said Mark Southwell, chief executive of AECOM’s global Transportation business. “Reflecting our Sustainable Legacies strategy and drawing on our deep technical expertise, we are well positioned to deliver innovative solutions for these complex and transformative transportation challenges.” AECOM will provide ZEB and charging infrastructure conceptual design, specification, and procurement support, in addition to advising on implementation strategies to ensure a seamless transition to zero-emission operations.
“We are excited to partner with Metro on this critical program as they fast-track efforts to transition to zero emissions buses,” said Matt Crane, chief executive of AECOM’s U.S. West region. “This project will set a national example for how transit agencies can successfully transition to zero emissions buses and modernize their facilities to support this new fleet technology.” AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle. On projects spanning transportation, buildings, water, new energy, and the environment, the firm’s public- and private-sector clients trust us to solve their most complex challenges.
important than ever. The need for work sharing, managing performance on multi-discipline projects, and soliciting support when dealing with any number of challenges within the workplace make these relationships essential for success. Neglecting horizontal relationships can result in a lack of cohesion within the organization while also stifling the growth of oneself as a manager. Ineffective communication. While effective communication is often critical in many different roles, the types of communication required change as one shifts into management. Managers are often required to provide feedback, resolve conflicts, set expectations, and inspire the team, in addition to effective communication around technical elements of the job.
JOHN BUTT, from page 7
■ Assuming past strengths will be equally important. A traditional career progression within the AEC industry will see an individual rising from a doer to project manager, potentially to a people manager. The skills that made that individual successful as a high-level doer and an effective project manager will not directly translate to a successful people leader. Technical expertise, ability to manage one’s time, consistently able to meet deadlines, and ability to influence others are common traits of an individual contributor chosen to manage teams and people. While those skills will continue to be important, individuals during this transition must recognize that their focus must shift from personal achievement to team success, and that team success is now considered personal achievement. It is important to get to know the individuals reporting to you and learn what motivates them to help them reach their potential. Take time to understand the existing dynamics of your team and be ready to take action if challenges exist. Setting clear expectations and holding individuals accountable can be uncomfortable but is essential to high performing teams. New managers need to recognize that their role is no longer about their individual performance but about enabling their team to perform at its best. ■ Focusing too much on vertical relationships. Another challenge that new managers often face is an overemphasis on vertical relationships – those with both their superiors and their team. While maintaining strong relationships with those directly above and below you within the organizational chart is important, focusing too much on vertical relationships can lead to the neglect of horizontal relationships, which are equally crucial for effective leadership. Horizontal relationships involve interactions with other managers either in your department or within the broader company, and members of support services such as marketing or human resources. With today’s dynamic, fast-moving AEC industry these relationships are more
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When stepping into a new managerial role, ineffective communication can lead to misunderstandings, a lack of clarity around expectations and frustration among team members. To overcome this challenge, new managers need to be intentional about developing their communication skills. Paying particularly close attention to active listening, empathy, and clearly conveying information will help enhance the effectiveness of communication while regular feedback sessions, team meetings, and open-door policies are opportunities to continue to calibrate one’s communication style to ensure efficacy. The transition from individual contributor to people leader is a complex and multifaceted journey. Managers who assume that the tools and strategies that worked in their previous roles will be equally successful in their new roles may find themselves struggling. Similarly, the inability to delegate effectively, an overemphasis on vertical relationships, and ineffective communication can hinder a manager’s ability to lead a team successfully. By recognizing and addressing these challenges, new managers can navigate the transition more effectively and become successful people leaders. John Butt, MBA is interim civil director at Ulteig. Contact him at john.butt@ulteig.com.
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THE ZWEIG LETTER DECEMBER 30, 2024, ISSUE 1566
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