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EMPOWERING PEOPLE, from page 7
of maintaining a work-life balance, and early in my career, I learned the importance of this. I also know that balance is different for everyone. For me, my family is my life, and when I’m not working, I spend a lot of time with my wife and our two daughters. They understand and wholeheartedly support my career and the heavy pressures that come along with it. They also understand that my work and family time are not always separate – the lines get blurred at times and I’m working hard to be present in the moments that are meaningful for both. TZL: I see you’ve joined a program – the Carbon Neutral Firm Program. What did it take to get on board? Are there specific milestones to achieve? GM: Our involvement is the direct result of our team members serving as advocates and supporting industry organizations committed to making positive change. Through a grassroots initiative to create more sustainable materials libraries, our interior design team became involved with Material Bank®, the largest material marketplace in the architecture and design industry. Due to our commitment to responsible material sourcing, we were invited to participate in the Material Bank® Carbon Neutral Partner Program. The goals of the program are to reduce the environmental impact of shipping product samples, provide tracking and annual metrics for partner firms, and provide custom solutions and education. Material Bank® purchases carbon credits to offset emissions from every shipment, and we’ll be growing our use of the resource while gaining a better understanding of our sampling footprint. Our goal is to be mindful of the products we specify and continue to reduce and consolidate packages. During the 2021 pilot phase, we placed second among the partner firms in terms of packages saved, and we were one of the smaller firms in the program. TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? GM: During a recent Cushing Terrell leadership retreat, this was a high-priority topic. Today’s work world is vastly different than it was two or three years ago. Remote and hybrid work options require different management skill sets and tools to ensure their direct reports have what they need. Some of the tactics we’re implementing include: ■ ■ More time for managers to connect with remote individuals and teams. ■ ■ Ensuring supervisors fully understand their role and live out company culture, which embraces flexibility. ■ ■ Enabling clear and consistent, two-way communication that puts a high value on listening. ■ ■ Continuing to make career path trajectories clear and professional development opportunities available, with dedicated time and dollars. TZL: Does your firm work closely with any higher education institutions to gain access to the latest technology, experience, and innovation and/or recruiting to find qualified resources?
An impromptu meeting of interior design team members in Cushing Terrell’s new Seattle office.
GM: We have an incredibly fortunate position as a design partner for university clients, which results in specialized insights and knowledge. The research we engage in as part of the design process as well as other collaborations with academia gives us a keen understanding not only of what students need in an educational environment to be successful, but also what new hires will need in the workplace to continually learn and grow. Because of these close design partnerships and our recruiting efforts, many of our own interns come from these universities. We pride ourselves on a design process that begins and ends with research. Some of our current efforts are with the University of Texas at Austin, Ohio State University, and Illinois Tech. Our teams are collaborating on learning more about everything from psychology in architectural design to how ecofeminism and intersectionality are impacting the future of retail. Universities are known for pushing the boundaries, and our relationships with these clients and partners put us in close proximity to the next generation of students who are influencing the future and pushing the advancement of design and sustainability. TZL: Ownership transition can be tricky, to say the least. What’s the key to ensuring a smooth passing of the baton? What’s the biggest pitfall to avoid? GM: In our 84 years, we’ve had about six generations of ownership. We’re continually identifying new leadership potential and have a process to elevate these individuals. New associates are named each year, and this group plays a key role in shaping the firm’s future. From this group, associate principals are named and then principals, thus ensuring a generational transition with increasing levels of responsibility, ownership, and influence. Transition planning is not something you think about periodically. The greatest pitfall is to not plan and failing to have a program in place that helps grow, empower, and inspire strong leaders. TZL: In one word or phrase, what do you describe as your number one job responsibility? GM: Empowering people.
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THE ZWEIG LETTER SEPTEMBER 26, 2022, ISSUE 1458
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