TZL 1564 (web)

December 9, 2024, Issue 1564 WWW.ZWEIGGROUP.COM

TRENDLINES

Referral bonuses

0% 20% 40% 60% 80% 100%

Managers who build trust empower employees to be more receptive to feedback and more motivated to improve. Building better teams

Yes

According to Zweig Group’s 2024 Recruitment & Retention Report , 85 percent of firms now offer a new hire referral bonus program, making it the most common form of incentive compensation, surpassing performance bonuses. This highlights the growing importance of employee referrals in recruitment strategies. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I n today’s workplace, where employee engagement and retention are critical to organizational success, the role of managers has never been more pivotal. Recent research underscores the profound influence that managers have on their teams, particularly when it comes to addressing challenges such as negativity and underperformance. The findings reveal that the strength of the manager-employee relationship is a key predictor of team effectiveness, satisfaction, and overall performance. WHY MANAGER-EMPLOYEE RELATIONSHIPS MATTER. At its core, the manager-employee relationship sets the tone for communication, trust, and accountability within a team. Managers are not only responsible for setting expectations and ensuring productivity but also for fostering an environment where employees feel supported and valued. Strong relationships between managers and employees correlate with higher engagement, stronger collaboration, and better outcomes. The recent data highlights a critical point: the ability of managers to address negative situations and subpar work has a significant impact on team dynamics. For instance, when managers proactively tackle issues, employees report higher levels of satisfaction and are more likely to view their work environment as fair and constructive. This, in turn, minimizes the ripple effects of negativity, such as disengagement or resentment among team members. THE CHALLENGE OF CONFRONTING NEGATIVITY. Confronting negativity or addressing underperformance can be uncomfortable for many managers. Yet, avoiding these conversations often exacerbates the issue, leading to frustration among other team members and a decline in overall morale. The correlation analysis in the data suggests that when managers engage directly and constructively with employees about negative behavior or performance issues, the outcomes improve significantly – not just for the individual employee but for the team as a whole. This highlights the importance of equipping managers with the tools and confidence needed to have these difficult conversations. Whether it’s through training programs, mentorship, or clear guidelines, organizations must prioritize empowering their managers to address challenges head-on. BUILDING TRUST AND ACCOUNTABILITY. One of the strongest predictors of a successful manager-employee relationship is trust.

Kyle Ahern

FIRM INDEX Corgan................................................................ 4

Croy.................................................................... 10

Short Elliott Hendrickson Inc.............6

MORE ARTICLES n LINDSAY YOUNG: Chasing the shiny ball Page 3 n MARK ZWEIG: Working with your bank Page 5 n FRED SMITH: Revolutionizing decision-making Page 7 n RENNEE RICHARDSON: What we can learn from each other Page 9

See KYLE AHERN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS BOWMAN TO LEAD PROGRAM MANAGEMENT FOR THE AURORA HIGHLANDS, THE LARGEST COMMUNITY DEVELOPMENT IN DENVER METRO AREA Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions and program management services to customers who own, develop, and maintain the built environment, announced it has been selected to provide program management services for The Aurora Highlands, a 3,000-acre master planned community in Aurora, Colorado. As program manager, Bowman will oversee the design of more than $500

million worth of infrastructure, in addition to the refinement of short- and long-term development plans, the management of other engineering and design consultants as well as the coordination of land use and public enhancements. Bowman will also work to manage bid packages, assist with selecting contractors and work with the City of Aurora on infrastructure entitlements and design approvals. The Aurora Highlands is the largest community development currently underway in the Denver metro area, extending the region to the east. The project will feature 500 acres of open space, over 20 miles of trails and has already launched its first of four planned schools.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

KYLE AHERN, from page 1

Employees need to feel confident that their managers have their best interests at heart, even when providing critical feedback. Managers who build trust by being transparent, fair, and supportive create a foundation where employees are more receptive to feedback and more motivated to improve. Accountability also plays a crucial role. A manager’s ability to hold employees accountable – while also recognizing their strengths and achievements – creates a balanced dynamic that fosters growth. Employees are more likely to respect a manager who is consistent and fair in addressing both positive and negative behaviors. THE ROLE OF ORGANIZATIONAL CULTURE. While the manager-employee relationship is crucial, it does not exist in a vacuum. Organizational culture plays a significant role in shaping how these relationships develop. Companies that prioritize open communication, continuous feedback, and professional development create an environment where managers and employees can thrive. Moreover, organizations that normalize feedback – both positive and constructive – help remove the stigma often associated with addressing negativity or underperformance. When feedback becomes a regular part of workplace culture, employees are less likely to take it personally and more likely to view it as an opportunity for growth. The data is clear: the manager-employee relationship is a cornerstone of organizational success. By addressing negative situations and subpar work directly and constructively, managers can foster stronger teams, improve morale, and drive better outcomes. For organizations, this means investing in training and resources to support their managers, cultivating a culture of trust and accountability, and ensuring that feedback is seen as a tool for growth rather than criticism. Ultimately, strong manager-employee relationships are about more than just performance – they’re about creating an environment where employees feel valued, respected, and empowered to succeed. And when employees succeed, so do their teams and the organization as a whole. Kyle Ahern is manager of awards and analytics at Zweig Group. Contact him at kahern@ zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2024, Zweig Group. All rights reserved.

BUSINESS INTELLIGENCE FOR PROJECT MANAGERS WEBINAR Project managers will leave this course with an understanding of the key numbers that they must know on every project, how to evaluate key metrics throughout a project, how to make finance data driven decisions, and how to create better value alignment between services and fees. Join us Tuesdays in January. Click here to learn more!

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

OPINION

Chasing the shiny ball

I n today’s marketplace, there is so much going on. Recruiting is tough. Meeting clients’ schedules and budgets is tough. Business is much different today than it was even five years ago. The market is tightening in some areas. New clients are coming out of the woodwork. Perhaps there are more opportunities for your firm. Is that a good thing? Maybe. AEC firms should prioritize a clear marketing and business development plan to avoid distractions and strategically pursue profitable, aligned clients and markets.

Lindsay Young, MBA, FSMPS, CPSM

What I mean by that is, don’t let the shiny ball distract you from your firm’s focus! New industries and new clients can be great, but make sure they’re in line with what your firm’s goals are too. By having a clear marketing and business development plan, you can focus on the right industries and the right clients. Knowing what types of clients you want to work for – and the types of projects – helps you steer clear of chasing after that shiny ball and veering off course. Take some time drawing and analyzing your ideal client. Where do they spend their time? What do they enjoy doing? Think of the clients you love to work for right now. What are their characteristics? Why do you love working for them? This is a great place to start when determining what types of clients and markets you should chase. You need to also analyze what

your employees like working on, because they will be more productive and get more fulfillment when working on projects they enjoy. Analyze what clients and markets are profitable. This continually changes, so you must keep a pulse on this. Sometimes government work is more profitable or there is just more available; other times the hot spot is technology companies and data centers. Does your team have the experience to work on these types of projects? Every architect can design. Every engineer can engineer. Every contractor can build. But does it make sense for your firm to design, engineer, or build this type of project for this client? You must ask yourself this question every time you are chasing a new shiny ball.

See LINDSAY YOUNG, page 4

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

ON THE MOVE CORGAN OPENS WASHINGTON, D.C. OFFICE, HIRES LOCAL LEADERSHIP Global architecture and design firm Corgan is establishing a presence in the nation’s capital. The rapidly growing firm, which services clients in aviation and mobility, data centers, education, health, mixed-use, multifamily, office, and workplace sectors, is ranked the No. 4 architecture firm by Building Design + Construction and No. 6 in Interior Design Magazine’s “Giants of Design” 2024. “While Corgan has been active in the metropolitan Washington, D.C. area for decades, we are investing in the D.C. area, starting with the recruitment of talented local leaders who have deep roots in the region,” said Scott Ruch, Corgan’s Chief Executive Officer. “Given our presence in 18 major cities worldwide, it is a natural progression to open an office in support of our clients and growth in the region.” Karl Stumpf will lead the office in the role of office director and principal. In this capacity, he is responsible for developing local community relationships, leading regional growth, and driving business development efforts for the firm. With more than three decades of experience working with federal government agencies to modernize buildings and create workplace environments, his portfolio includes clients such as the Architect of the Capitol, National Park Service, Smithsonian Institution, U.S. Army Corps of Engineers, and U.S. General Services Administration. Prior to joining Corgan, Stumpf’s project work included the revitalization of the Smithsonian Castle, the U.S. Capitol Visitor Center, the modernization of the U.S. Environmental Protection Agency headquarters, as well as numerous

federal courthouses, U.S. embassies and consulates. A fellow of the American Institute of Architects and LEED accredited professional, Stumpf is passionate about historic preservation and serves on the AIA Historic Resources Committee. He is also an active member of the Society of American Military Engineers. Stumpf earned a Bachelor of Architecture at Louisiana State University and a Master of Architecture at University of Illinois at Urbana-Champaign. Allison Laudicina-Kahl joins Corgan as Interiors Studio Leader and Associate Principal. With more than 20 years of experience in the design industry and nearly a decade in Washington, D.C., Laudicina-Kahl will lead the interiors practice in the region. She brings extensive national and international expertise in design and building repositioning to the role, with a portfolio spanning an array of sectors, including arts and culture, federal government, finance, nonprofit, technology, and workplace. She is a Fitwel Ambassador, leveraging research-backed strategies to help buildings promote occupant health and wellbeing, and a member of the International Interior Design Association. Laudicina-Kahl is a volunteer with Team Red, White & Blue, a national nonprofit organization supporting active-duty military and veterans, as well as a member of the D.C. Preservation League, Meridian International Cultural Diplomacy Council, Potomac Riverkeeper Network, Save Venice, Smithsonian Institution, and the Southern Poverty Law Center. “Karl and Allison have expertise and strong relationships in the region that

make them uniquely qualified to support our expansion. Their reputation for design excellence will help us create magnetic workplaces that enhance the experience for our clients and their employees,” said Ruch. “We trust them to guide our efforts as we develop new relationships and strengthen existing ones.” Corgan plans to continue to grow the Washington, D.C. team this year. Providing full architectural design services, the firm is known for its research and data-driven insights that inform designs. Corgan is consistently ranked in the top five architecture firms; Building Design + Construction ranks it as the No. 1 in data centers, No. 2 in airports, and No. 4 overall architecture firm. In Interior Design’s Giants of Design for 2024, Corgan’s sectors rank No. 2 in transportation, No. 3 for education, No. 7 for sustainability, No. 7 for office design, and No. 18 for healthcare. Corgan was recently named the 2024 “Firm of the Year” by the American Society of Interior Designers. Corgan is an employee-owned architecture and design firm with 18 locations and more than 1,000 team members globally. The firm, ranked as the No. 4 architecture firm by Building Design + Construction, works with clients in a variety of sectors including aviation & mobility, data centers, education, health, mixed-use, multifamily, office, and workplace. Founded in 1938, Corgan has developed a strong reputation for agility in design by anticipating marketplace changes and leading clients to thoughtful, data-driven design solutions. Its research insights and design expertise empower the organization to foresee emerging changes and develop solutions that minimize risk, create flexibility, and maximize longevity.

like for your firm. As we wrap up the year, what is your 2025 marketing and business development plan? Do you have one? If not, it’s time to start now! Lindsay Young, MBA, FSMPS, CPSM is a marketing services advisor with Zweig Group and president and founder of nu marketing. She can be reached at lyoung@zweiggroup.com. “New industries and new clients can be great, but make sure they’re in line with what your firm’s goals are too.”

LINDSAY YOUNG, from page 3

It’s not necessarily a matter of if your firm can do it. It’s a matter of delivering the best service and best design or construction project your team can produce. This goes back to having a clear marketing and business development plan on what clients and markets you want to go after, so you can be strategic in how you acquire those clients and markets. I’m not saying you shouldn’t pursue new clients or new markets because, of course, that is how you grow a business. You just need to sit down and put serious thought into what that looks

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

FROM THE FOUNDER

Working with your bank

Having little understanding of banking could result in missed opportunities for growth or thorny problems that could put your firm out of business.

M ost people who own AEC firms have some sort of bank financing to help ensure adequate working capital for their business. Most typical is a line of credit (LOC) that is secured by accounts receivable, although some companies also have term loans taken on for buybacks of ownership from departing owners, or loans for vehicles or equipment that they own. Then there is also building financing for those companies that own their own building(s) or company owners who have a building(s) they rent to the AEC firm.

Mark Zweig

But in spite of these very common borrowing relationships with their bank, many AEC firm owners seem to have little knowledge or understanding of banking and how that impacts or could impact their business. That can result in missed opportunities for growth or thorny problems that could actually put the AEC firm out of business. I have worked with a lot of banks and had many banking relationships. My debt was at its peak of more than $20 million if you added it up across all of our businesses and real estate back about eight years ago. After selling most all of our real estate and business interests, thankfully it is nothing like that today. I was never scared of debt because I

understood it and had confidence in our ability to pay it back. That said, I think it’s normal as you get older to start thinking it may be time to be more conservative in your approach to debt and that certainly did happen to me. From my own personal experience as well as that of the companies I worked with, I have learned a lot about borrowing from banks that I thought might be helpful to some of our readers. Here are a few of those tidbits: 1. Banks operate on very thin margins and are not equipped to take any real risks. The difference

See MARK ZWEIG, page 6

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

ON THE MOVE SEH NAMES STEVE WINTERS TO LEAD WEST REGION OPERATIONS Short Elliott Hendrickson Inc. announced that Steve Winters, PE, has been named Vice President, West Regional Leader. In this role, Winters will spearhead the company’s strategic growth across the western U.S., serving clients in Arizona, Colorado, New Mexico, and Wyoming. With more than two decades of experience, Winters has led multiple high-revenue private sector projects as regional practice center leader, while also contributing to company-

wide governance as chair of the Board of Directors Nominating Committee. He played a pivotal role in the Russell Planning & Engineering merger with SEH in 2019, showcasing his ability to unite teams and deliver on strategic goals. “Steve’s insight and leadership have been instrumental in building long- term partnerships and achieving client success. His strategic mindset and ability to foster connections will be invaluable as we continue to grow. I look forward to the impact he will make in this new role,” said David Ott, PE, CEO and president.

Winters holds a bachelor’s degree in civil engineering with a minor in economics from Iowa State University-Ames and is a licensed professional engineer in Colorado and Arizona. “I’m honored to take on this role and excited about the opportunities ahead,” Winters said. “SEH has always focused on building meaningful connections – both within our teams and with our clients. I look forward to continuing that work and leading our efforts to grow and innovate.”

have lending limits that could impact you. There’s a limit on the total amount of debt they can have from any one firm or individual, and you need to know what those limits are. They also have limits on what percentage of their total lending falls into particular buckets such as construction loans or investment properties that could impact you. 5. For those of you who rely on a line of credit secured by accounts receiveable, you need to understand what a borrowing base is and know what your loan covenants are. Borrowing base is typically the total of all of your accounts receivable under 60 or 90 days, with, in some cases, deductions for what the banks consider “installment billings” based on percentage of completion. The bank will then typically allow you to borrow up to 75 percent of that total borrowing base on your line of credit. And by the way, that could be less than the total amount of your line of credit. That max is based only on your borrowing base. A lot of folks don’t understand that. And there are also typically covenants for things such as debt coverage ratio or debt-to-equity ratio, and some even include what is called a “cleanup clause” that mandates you have to be completely out of the line of credit for 30 days a year. Know your covenants and abide by them or your bank could be forced to cut you off. 6. If you are a major owner in your firm, be ready to sign personal guarantees for your company’s debt. A lot of this depends on how long you have been in business and had credit, and how much of the firm you own. But understand that personal guarantees are very common. Your spouse needs to understand what you are committing to, also, with these guarantees. 7. Banks like to be kept informed. I like to give them continuous reports on how the business is doing, good or bad. They don’t like surprise bad news and do like having time so they are equipped to help you. Banks want to help you if they can. It’s how they make money. I could go on here but am out of space. This is an important topic, however, and if you aren’t schooled on it you had best do what it takes to get up to speed! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

in what they pay for the money they lend to customers and what they lend it out for is typically around 3 percent. This is called “net interest margin.” They have to pay all of their people and all of their overhead and insurance and everything else out of that 3 percent. The truth is they have such a thin margin they cannot afford to have any debts to them go unpaid. So that means they have to be extremely careful in everything they do. 2. Work with local or regional banks where you can get to know the decision-makers and have a personal relationship with them. I learned this very early on. My first company bank was Bank of New England. When they failed in January of 1991, we had a very small line of credit. Even though they eventually honored their credit relationship with us (after an initial scare when the feds took them over), I learned then that I wanted to have a banking relationship with a smaller bank where I knew the top people. We moved everything to a local mutual savings bank where I had a home mortgage, home improvement loans, and more, and where the bank chairman drove past my house every day on his way to work. I was known to them and we had a very good mutual relationship with them from that point on to when we sold our business to private equity in 2004. I have had a similar relationship with my bankers here over the past 20 years, and the top people in them are personal friends who have always supported me when I needed it. 3. Have more than one banking relationship. Banks can sell, and the top people can retire or leave the bank for any number of reasons, so to protect your ability to get credit, it’s probably a good idea to have more than one bank that you do business with and that has people who know you. Most good bankers who care about you and want to help you actually appreciate it when you have another source of debt capital if you need it. The responsibility for keeping you in business doesn’t all fall on them. It doesn’t mean that you don’t have a primary bank where you always go to give them the first shot at your business, either. 4. Commercial banking is a heavily regulated industry and there are limits as to what they can do for you. Banks

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

OPINION

AI-driven conversational interfaces offer leaders instant, data-driven insights, streamlining decision-making for enhanced efficiency and profitability. Revolutionizing decision-making

I n the fast-paced world of AEC, staying ahead of the curve is crucial. As projects grow in complexity and scale, the ability to quickly access and analyze critical information becomes a game-changer. Enter the next generation of AI-driven solutions: an enterprise- grade conversational interface designed specifically for AEC business leaders.

Fred Smith

THE CHALLENGE: INFORMATION OVERLOAD IN AEC. AEC firms deal with vast amounts of data spread across multiple systems: ■ Executed contracts with intricate details and clauses.

THE SOLUTION: AI-POWERED CONVERSATIONAL INTELLIGENCE. Imagine a system that allows AEC executives to simply ask questions in natural language and receive accurate, comprehensive answers within minutes – an AI solution integrated seamlessly with existing contract management systems, ERP platforms, and CRM databases to create a unified knowledge base. Key features of this AI-powered conversational interface include: 1. Natural language processing (NLP), which

ERP systems tracking project financials and resources.

■

■ CRM databases housing client information and project historicals. Traditionally, extracting meaningful insights from these disparate sources has been a time-consuming and error-prone process. Business leaders often find themselves waiting days if not weeks for reports, hindering their ability to make timely, informed decisions.

understands complex queries related to contracts, project financials, and client relationships.

See FRED SMITH, page 8

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

inform future project bids. By analyzing historical data, the system can: Suggest optimal pricing strategies based on similar past projects. Identify potential risk factors that should be accounted for in bids. Recommend resource allocation based on successful project structures. This data-driven approach to bidding can significantly improve win rates and project profitability. 5. Continuous learning and improvement. As the AI system processes more data and interactions, it becomes increasingly intelligent. This leads to: More accurate predictions of project outcomes. Refined understanding of industry trends and market dynamics. Personalized insights tailored to each user’s role and preferences. IMPLEMENTATION AND ROI. Implementing such an advanced AI system requires careful planning and integration with the existing IT infrastructure, but an experienced partner in this space can help you realize the benefits sooner than you might think and, once configured, can begin providing a near-immediate impact. The potential return on investment is substantial: ■ Time savings. Executives and project managers can save hundreds of hours annually by accessing information instantly. ■ Improved decision-making. Data-driven insights lead to better strategic choices and reduced risk. ■ Increased profitability. More accurate bidding and improved project management directly impacts the bottom line. ■ Competitive advantage. Firms leveraging this technology can respond faster to market opportunities and client needs. LOOKING TO THE FUTURE. As the AEC industry continues to evolve, those firms that embrace AI-powered solutions will be best positioned to thrive. This conversational interface is not just a tool for answering questions – it’s a platform for driving innovation, efficiency, and growth. By transforming how AEC leaders interact with their data, AI solutions pave the way for a new era of intelligent construction management. It empowers firms to build not just structures, but also a foundation of knowledge that will support their success for years to come. In an industry where time is money and information is power, this AI-driven approach to contract and project intelligence isn’t just valuable – it’s indispensable. Fred Smith is a leader of client growth at STEPS Consulting Group. Contact him at fred.smith@stepsconsulting.com.

FRED SMITH, from page 7

2. Deep learning algorithms that continuously improve response accuracy by learning from user interactions and feedback. 3. Real-time data integration that can pull the latest information from connected systems to ensure up-to-date insights. 4. Customizable dashboards, which present data visually, allowing for quick understanding of key metrics and trends. 5. Predictive analytics that can leverage historical data to forecast project outcomes and potential risks. THE VALUE PROPOSITION: TRANSFORMING AEC DECISION- MAKING. This system will transform AEC decision-making by giving leaders: 1. Rapid access to critical information. With this AI solution, AEC leaders can obtain answers to their most pressing questions in minutes rather than days or weeks. For example: “What was the profit margin on our last three high-rise projects in urban areas?” “Show me all contracts with liquidated damages clauses exceeding $100,000 per day.” “Compare actual labor costs to estimates for all bridge projects completed in the last two years.” This immediate access to information empowers executives to make quick, data-driven decisions in response to market changes or project challenges. 2. Enhanced contract management and compliance. The AI system’s ability to quickly parse through contract details helps ensure compliance and reduces risk. It can: Flag potential conflicts between contract terms and current project status. Alert managers to approaching deadlines or milestones. Identify patterns in contract language that have led to successful (or problematic) outcomes. 3. Improved project performance tracking. By correlating contract specifics with ERP project actuals, the solution provides a comprehensive view of project performance. This enables: Real-time monitoring of project profitability. Early identification of cost overruns or schedule slippages. Analysis of resource allocation efficiency across multiple projects. 4. Data-driven bidding and estimation. Perhaps one of the most valuable aspects of this AI solution is its ability to

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

OPINION

Embracing cross-generational collaboration in the workplace helps bridge experience, skills, and fresh perspectives. What we can learn from each other

N o matter if you are a Gen-Zer just launching your career or a seasoned professional nearing retirement, we all have something to teach each other. When you reach across those generational lines, you soon realize that there is undeniable value in gaining insight from the many generations around you. What they have to offer may surprise you!

Renee Richardson

ALIGNING PRIORITIES. Our current professional landscape is the most unique it has ever been. It spans multiple generations, including the Silent Generation, baby boomers, Gen-X, millennials, and Gen-Z. Even a sixth generation – Gen Alpha – is starting to enter the workforce! This distinctive moment in time presents an opportunity for us all to expand our definition of what it means to be a successful professional. But what makes each generation so different? Most notably, it’s their priorities. There is a noticeable contrast between what is truly important to the younger and older generations. According to Workday’s article on engaging the workforce across different generations, older generations tend to value work above all else, while younger generations prioritize balance. At Croy, we understand these differences and want

our employees to thrive no matter where they fall on the generational spectrum. For example, we offer four weeks of paid time off and 10 paid holidays annually for those who want to maintain a strong work/life balance and invest in priorities outside of work. However, we also offer a “PTO buyback program” for those team members who can’t and/or choose not to use all of their PTO – they may prioritize receiving a bonus check rather than using PTO. We also sponsor several volunteer events that our staff participate in outside of work, such as local 5K runs and golf tournaments. Through these internal and external efforts, all of our employees have the space to use their time in a way that aligns with them both personally and professionally. TECHNOLOGICAL TRANSFORMATIONS. Another hot topic when it comes to discussions of young people

See RENEE RICHARDSON, page 10

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

leadership has remained accessible and approachable with an open bridge of communication. This balanced approach to leadership keeps employees from all generations excited to perform meaningful work.” Essentially, knowing that people around you truly value your ideas not only encourages younger generations to speak up, but in turn, allows older generations to broaden their perspective and go beyond their traditional approach. Through this, communication becomes contagious. It creates a collaborative environment where everyone shares their thoughts confidently – no matter the age or experience gaps between the bright minds in the room. This kind of dialogue occurs at all levels from brief idea exchanges to larger conversations about long-term plans. For example, many use Teams and text messaging to communicate quickly, while other times, multiple members of a team are included in a capture planning meeting to gain different perspectives on how to effectively pursue a project or client. It may be challenging at times when opinions diverge, but that is what inspires impactful work and drives projects across the finish line. BREAKING GENERATIONAL BOUNDARIES. This kind of communication often leads to unexpected relationships that cross generations and create lasting connections. When you find room for dialogue, your colleague who was once your mentee can eventually become your friend, and vice versa. Fortunately, Croy’s Senior Planner, Ethan Greene, AICP, knows the value of these cross-generational relationships. Six years after launching his career, he joined our planning team as the right-hand man to one of Croy’s most-senior engineers, Dan Dobry, PE, PTOE, AICP. Despite their three-decade age difference, they found out that they share a lot in common – including their affinity for quirky shirts and well-designed bike lanes. Greene recognizes that this didn’t happen overnight, saying, “Quality relationships take time to build,” but what set things a part for them is their equal respect for each other. It’s easy to dismiss an older or younger colleague because they can’t possibly understand your generation, but as Greene puts it, “There are generational differences in workplace culture that have existed as long as I have been in the workforce, but kindness and the willingness to help goes a long way.” This sentiment is one that all generations at Croy share, becoming an essential part of our team’s personal and professional development. THE ADVANTAGE. Although the various generations in the workplace may seem incompatible from the outside, they are all keys to each other’s success. When your team doesn’t share a diversity of skills, backgrounds, and experiences, their growth can become limited by singularity. So, the next time an older colleague needs a hand navigating technology, or your younger colleague logs off at 5 p.m. on the dot, remember that we are all figuring out what it means to be successful – even if we take a different method to get there. We all benefit from opening ourselves up to learning from our colleagues outside of our own generation. Renee Richardson serves on the marketing and communications team at Croy. She can be reached at rrichardson@croyeng.com.

RENEE RICHARDSON, from page 9

in the workforce is their reliance on technology. People tend to credit Gen-Z and millennials for being at the top of the game, and while that is true in some regard, both baby boomers and Gen-X have a similar savvy. As we all recognize, workplace technology has evolved at an unprecedented pace in the last decade. Croy’s Vice President of Transportation, Chris Rideout, PE, knows this as well as anyone. He began his career when the technological boom was in its mere infancy. Rideout paid testament to this, saying, “Undoubtedly, the biggest change I’ve seen in the workplace over the course of my career has been the transformation brought by technology.” For professionals like Rideout who embraced this change, they soon came to appreciate it. As he puts it, “In my more than three decades in the industry, technology has reshaped how we work, communicate, and solve problems,” crediting it for, “driving efficiency and innovation.” While he may still run into an occasional technological headache, as do we all, this recognition translates into a willingness to learn, including even leaning on the benefits of AI and ChatGPT on occasion. This will come in handy for Gen-Zers and millennials. They are set to see more technological change than any other generation before them. Adapting to this change may seem daunting, but your Excel-wizard Gen-X colleague already rode the first wave. Don’t hesitate to let them teach you a thing or two about keeping up with the times! And when they need your help navigating a complex software or fixing an uncooperative printer, know that one day, you’ll be in their shoes. “Although the various generations in the workplace may seem incompatible from the outside, they are all keys to each other’s success. When your team doesn’t share a diversity of skills, backgrounds, and experiences, their growth can become limited by singularity.” COMMUNICATING EFFECTIVELY. As Rideout mentioned, technology has undoubtedly upped communication efficiency. But how can we ensure that what we communicate does not become lost across generational lines? It’s all about giving folks equal room to share their insights. Sage wisdom or a new take could be just what you need to find that creative solution, and you never know what your colleague from another generation can bring to the table. Affirming this value is Kristen Jolley, EIT. After graduating college, Jolley joined our municipal utilities department and quickly realized that she was one of the youngest faces in the office. Yet, she did not shy away from conversation. Instead, she opened her door for brainstorming sessions and casual conversations alike. Jolley knew this approach to communication would serve her well, because that is the example set by others at Croy. She explained, “Croy’s

THE ZWEIG LETTER DECEMBER 9, 2024, ISSUE 1564

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