TZL 1548 (web)

August 5, 2024, Issue 1548 WWW.ZWEIGGROUP.COM

TRENDLINES

Time sheet collection

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These are vital instruments for AEC companies to ensure smooth transitions and business continuity. Buy/sell agreements

According to Zweig Group’s 2024 Policies, Procedures & Benefits Report , weekly time sheet collection has reduced from 82 percent to 73 percent, while biweekly collection has increased from 9 percent to 17 percent. Adopting biweekly time sheet collection can streamline processes and reduce administrative burdens. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I n the AEC industry, buy/sell agreements are essential tools to ensure business continuity and stability. These agreements are pivotal in facilitating seamless ownership transitions and safeguarding the interests of all parties involved. The 2024 Principals, Partners & Owners Report of AEC Firms is a comprehensive study of owners and top managers of AEC firms and it touches a good deal on buy/sell agreements. WHY IS A BUY/SELL AGREEMENT SO IMPORTANT? Of the surveyed participating principals, only 73 percent said they had structured buy/ sell agreements. That number should be 100 percent. Imagine the buy/sell agreement as a pillar. It supports the most crucial and sensitive circumstances that can happen to a firm. The buy/sell agreement lays out in great detail how the firm will proceed if an owner decides to withdraw, retire, sell their interests to someone else, get a divorce, or passes away, it protects the remaining owners’ interests by setting the price and terms for a buyout. It’s a safety net. In case unforeseeable circumstances occur, it is there to provide stability and support. Without one, you’re basically driving the business without a roadmap and legally navigating diverse scenarios is next to impossible. For example, consider the following scenarios: 1. If a firm owner passes away unexpectedly, and the firm has no buy/sell agreement, there is no clear understanding of how to value the deceased owner’s shares. This will elongate the process of the deceased owner’s estate of receiving that value. 2. If there is an owner who voluntarily leaves the firm due to some disagreement and there is no buy/sell agreement in place, the owner who left can still be an owner despite not working at the company. A good buy/sell agreement spells out a mandatory purchase and sale of the former owner’s interests upon leaving the company. Basically, having a buy/sell agreement in place provides certainty and protection. Picture a family-owned business where the father and son are co-owners. They have a buy/sell agreement that allows for a smooth transition of ownership in case of disagreements or

Ezequiel Tovar

FIRM INDEX Bowman Consulting Group Ltd....10

Choice One Engineering.......................8

Fehr Graham..................................................6

Geosyntec Consultants.........................4

MORE ARTICLES n JAVIER SUAREZ: Get up, stand up Page 3 n MARK ZWEIG: Strategic uses for your CEO Page 5 n HANNAH DAPORE: Creating a cohesive company culture Page 7 n ELIZABETH PRESTON: Are you an enemy of writing? Page 9

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

EZEQUIEL TOVAR, from page 2

retirement. If the father decides to retire early and sell his shares, the agreement outlines clear procedures and terms for the buyout. This prevents any family disputes and costly litigation by providing a structured process for resolving ownership changes. TYPES OF BUY/SELL AGREEMENTS. Here are three of the most common types of buy/sell agreements typically entered into by AEC companies: 1. Cross-purchase agreements. This is a popular choice among AEC firms with multiple owners. In this arrangement, each owner agrees to purchase the shares of a departing or deceased owner. Typically, life insurance policies are used to fund these buyouts, with each partner owning a policy on each of the other partners. This type of agreement helps maintain the existing ownership structure and ensures that the business remains within the group of original owners. This agreement works best for three or fewer owners. 2. Stock redemption agreements. These agreements are another widely used type of buy/sell agreement, particularly attractive for corporate AEC entities. Under this arrangement, the company itself agrees to buy back the shares of a departing or deceased owner. The firm may use corporate funds or life insurance policies to facilitate this purchase. One significant advantage is that it simplifies the transaction, as the burden does not fall on individual owners to buy out the shares. This agreement is normally the best option for three or more owners. 3. Hybrid agreements. As you would imagine, hybrid agreements combine elements of both cross-purchase and stock redemption agreements. Initially, the company has the first option to buy the shares. If the company declines or is unable to make the purchase, then the individual owners have the opportunity to buy the shares. This flexibility ensures that there are multiple avenues for completing the buyout, providing a robust safety net for the continuation of the business. HOW TO GET STARTED. If you don’t have a buy/sell agreement in place, but would like to develop one, where do you begin? What are the necessary elements that a buy/sell agreement should have? Since the AEC industry is so unique, working with a lawyer who serves only the AEC industry is essential because they will be familiar with what works best for AEC firms. The buy/sell agreement must have buy-sell provisions that are tailored to fit the needs of each firm. They describe events and related procedures for when owners are permitted or are required to buy or sell interests from each other. All buy/sell agreements should have the following: general background of the firm, specific triggering events, purchase price, and payment terms. Overall, buy/sell agreements are vital instruments for AEC companies to ensure smooth transitions and business continuity. Choosing the right type of agreement depends on the specific needs and structure of the business, as well as owner preference. Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@zweiggroup.com.

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THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

OPINION

Get up, stand up

Mentorship relationships are mentee-driven – so, it’s up to you to not only establish one (or more), but to make it worth your while.

T he U.S. Department of Energy’s Lawrence Berkeley National Laboratory defines mentorship as “a protected relationship in which a more knowledgeable or experienced person guides and nurtures the professional development or growth of another, outside the normal manager/subordinate line management.” My mentors have certainly impacted my career path, and I believe that not having one can be a significant handicap.

Javier Suarez

■ Mentorship relationships are mentee-driven. So, it’s up to you to not only establish one (or more), but to make it worth your while. Take the initiative, build a clear vision of what you want to accomplish, maintain momentum, be open to new experiences, and absorb feedback. Keeping your ego in check and accepting you will make mistakes are keys to success. ■ Relations between mentors and mentees can be formal or informal. Both types of these relationships have been critical for my own career. I set specific goals and timelines with formal mentors. With informal mentors, I’m more likely to brainstorm ideas, and discuss sensitive situations. Whichever way or combination works for you, center trust and honesty at the core of the relationship.

The best mentors are empathetic and supportive. They actively listen, provide constructive criticism, and encourage, motivate, and lead by example. They also recognize that everyone’s journey is different. Likely they have had their own mentors, whose lessons still guide and shape them.

■

One of the pioneers of reggae, Bob Marley wrote several songs that have become anthems. His lyrics were purposeful and direct, inspiring generations to address personal, spiritual, and socio-political issues. As we address mentorship in the marketing space, I am drawn to his words: ■ “Wisdom is better than silver and gold.” Beyond simply being knowledge, wisdom is experience.

See JAVIER SUAREZ, page 4

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

not on anyone else’s journey. Some moments ask us to move forward on the trajectory we are currently on, but other times, disruption is the best course of action. The bottom line is this: be unafraid to share and tackle difficult decisions that make sense for your trajectory and your life. ■ “Live for yourself and you will live in vain; live for others, and you will live again.” As you progress into more senior roles, consider stepping into the mentor role. At the risk of sounding corny, the relationships you build will feed your soul. Giving back should be one of your mantras. If you engage as a mentor for the right reasons, the success of your mentees will be a source of great pride. It sounds like common sense to support and encourage others through our gained experiences, but as Voltaire said, “Common sense is not so common.” Take the step into being a mentor if you have not already. Let’s take a page from Bob Marley to “get up, stand up” and start, restart, nurture, or adjust mentorship relationships to makes sense of this crazy marketing world. By doing this we build and support a meaningful community of colleagues who support each other and enrich the profession. Javier Suarez is a principal corporate marketing manager with Geosyntec Consultants. Contact him at jsuarez@geosyntec. com.

JAVIER SUAREZ, from page 3

Perspective can be a powerful tool; it’s an ideal topic of conversation for mentors and mentees. Mentors can share firsthand experiences and what they have witnessed as an observer of other people’s paths. Mentees need to learn that the road to wisdom is long and paved with many experiences, setbacks, and unforeseen moments. Because of this, bouncing ideas and concerns off a mentor is much better than processing situations in a vacuum. ■ “Don’t worry about a thing, every little thing is gonna be alright.” Setbacks will certainly happen in your career. Consider that you don’t have to overcome mishaps by yourself: work with your mentors to build resilience. Early in my career, an executive told me I needed to be a “quick-change artist.” This is one of the most valuable lessons I learned and I’ve applied it the many times I have needed to pivot in my career. Singing this refrain from Bob Marley’s “Three Little Birds” has grounded me and spurred meaningful discussions with my mentors, allowing me to turn complications into positive experiences. ■ “Every man got a right to decide his own destiny.” Sometimes, especially early on, we may feel married to one career track, preferring to stick with a certain company, industry, or even mimicking a colleague’s path. This is where mentors can also be life coaches. We are

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

FROM THE FOUNDER

Strategic uses for your CEO

Here are some ways your CEO could be even more helpful to your company than they already are.

I have known and worked with hundreds and maybe thousands of CEOs, managing partners, and presidents of AEC firms over my 44-year career in this business. And the conclusion I have come to is that many of them are underutilized. And I’m not talking about underutilized in terms of how much of their time is charged to billable projects. I’m talking about using their position and talents surgically to help make their businesses be more successful.

Mark Zweig

Obviously some CEOs of firms in our business are crazy busy and do a good job on many of these things. But maybe they could be used even more effectively. Here are some ways your CEO could potentially be even more helpful to your company than they already are: ■ Selling a project. It’s surprising to me how often I hear about large project opportunities for a firm where the CEO has not been at all engaged to help sell the job. Whether it’s calls to people inside the client organization to show interest, or visiting the client and going to any presentations to assure full commitment of the firm to the

project, having your top person involved can increase the chances of selling the job. And by the way – the larger your firm is, the more valuable having your CEO show interest is going to be. It impresses the client. ■ Solving problems on a project. Your top person in the firm is likely one of the most experienced people at doing what your firm does. That could be solving design problems but could also be solving problems with regulatory agencies or relationships between people inside and outside of the organization. Don’t be afraid to employ them when needed. I think sometimes the next

See MARK ZWEIG, page 6

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

BUSINESS NEWS FEHR GRAHAM NAMED ZWEIG GROUP HOT FIRM FOR THIRD CONSECUTIVE YEAR Fehr Graham, a leading Midwest engineering and environmental firm, secured the No. 83 spot on Zweig Group’s Hot Firm List, making its third consecutive year on the roster. Ranking No. 54 in 2023 and No. 74 in 2022, Fehr Graham continues to establish itself as one of the top-growing firms. This year marks the ninth time Fehr Graham has earned a place on the list, showing the firm’s ongoing commitment to growth and excellence. “We are thrilled to once again be recognized by Zweig Group,” said Fehr Graham President Mick Gronewold. “This honor is a testament to the hard work of our dedicated team and the trust our clients place in us. Together, they drive our growth and allow us to innovate and excel.”

Zweig is a business management group that annually honors the 100 fastest- growing firms in the AEC industry. Rankings are determined by revenue growth by percentage and dollars over three years. Eligibility for the 2024 Hot Firm List requires at least 50 percent of the firm’s revenue in 2020 and 2023 to be derived from the AEC industry, firms to generate at least $500,000 in gross revenue and to have achieved at least $1 million in gross service revenue by 2023. Firms must have been established on or before December 31, 2018. “The 2024 Hot Firms have outperformed the economy and their competitors and are leading the AEC industry,” Zweig Group CEO Chad Clinehens said in a news release. “Their commitment to a strong culture, innovative marketing and adaptability to change help set them apart as successful, growth-focused firms.”

Winners will be recognized at Zweig Group’s 2024 ElevateAEC Conference & Awards Gala September 18-19 in Tampa Bay, Florida. Fehr Graham designs projects ranging from water and wastewater treatment plants to roads, bridges and highways. The team also designs stormwater solutions, sanitary sewer systems, water distribution and treatment facilities, wells, pumps and lift stations, parking lots, parks and more. Fehr Graham is a premier provider of engineering, environmental and funding solutions for commercial, industrial, institutional and government clients with Midwest office locations in Illinois, Iowa and Wisconsin. Fehr Graham is an Engineering News-Record Top 500 Design Firm and Midwest Top Design Firm.

when someone has had their ego bruised or doesn’t know the company’s long-term plans for them. The CEO is probably the best person in the company to involve in these situations. He or she will be best equipped to sell the opportunity and give assurances to solve whatever problems or roadblocks the employee thinks are insurmountable and are making them want to leave. ■ Getting other firms to want to sell or merge with the firm. The CEO is always going to be the best person to involve when trying to interest another company in selling to or merging with your firm. Don’t wait too long to involve them and you may find your efforts to get other firms to join you are more successful. ■ Educating people in the business aspects of the business. The CEO is likely to be the person who best understands the full financial situation of the firm and can probably explain that effectively to the other people in the company who don’t have the same business experience they have. So use them! Involving them in training the other people to better understand critical financial metrics and how to impact them could be pivotal to the firm’s success. And selling everyone in the company on the business plan and how the firm’s success could impact their individual success is a really important job and something worth the CEO’s time and attention. So maybe I have nothing profound to offer here for some of our readers whose CEOs or managing partners are doing all of these things. But my guess is most of your top people are not doing all of them. Fully employ your top people in each of these roles described above and my guess is you will see positive results from it! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

level down is afraid to do so. They feel it is their job to deal with these things and think they have failed when they drag in the top person in the firm to help out on a project. But maybe it’s just the smart thing to do. Egos can be harmful to your success. People need to know that the top person is there to help versus judge them. ■ Solving problems with a client. The client may be slow to pay. The client may be changing roles of people inside their organization and it’s causing problems. Sometimes the CEO has relationships with the higher-ups inside client organizations that can be used to make the client aware of issues inside their own organizations that are affecting their success and the CEO can tactfully bring attention to these problems when necessary. Use them. ■ Bringing a past client back to the firm. A past client may be the easiest path to new work. And sometimes these old relationships suffered when the firm had problems on a project or changed people who were dealing with that client that hurt the relationship. The CEO may be best able to confront these issues and bring that old client back into the fold. Employ them here! ■ Recruiting new employees. A quick visit or even call from the CEO to a job candidate the firm is highly interested in could be all it takes to get that person to accept a job offer that is already made or is coming. That level of interest is rare and may make the job candidate feel more comfortable accepting an offer if they know they are known to the top person in the company. ■ Turning around a key employee who is quitting. I’m not big on making counteroffers to those who turn their notice in but there are times it makes sense. Especially

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

OPINION

Intentional strategies to uphold a strong company culture regardless of geographical boundaries. Creating a cohesive company culture

A s firms expand their footprint across multiple office locations, maintaining a cohesive company culture becomes paramount. At Choice One Engineering, we use intentional strategies to uphold our vision, mission, purpose, and core values, as we know that perpetuating these values fosters connections and ensures that employees feel at home, regardless of their physical workspace. From regular quizzing on core values to leveraging technology and encouraging cross-office collaboration, our best practices create a thriving culture that transcends geographical boundaries.

Hannah Dapore

In recent years we have learned to accept that our offices won’t do everything identically. However, our shared culture makes it so that everyone will experience the same Choice One Engineering (internally and externally). For reference, Choice One Engineering is a civil engineering, surveying, and landscape architecture firm with two offices in western Ohio: Sidney, Ohio, 51 employees, founded in 1994; and Loveland, Ohio, 26 employees, opened in 2011. We define culture now as “the way we do things.” We operate based on the same set of collective values: same purpose, vision, mission, and core values, and we all work toward the same strategic priorities to act as one team.

The following are practices implemented and regularly enhanced by our firm: ■ Reinforce values often. Consistently reinforcing our company’s core values is crucial to our success. This is by far the most important aspect of creating as consistent a culture as possible. We accomplish this with: Regular quizzing and reminders. Incorporate

value-related questions into company meetings. Yes, we take written quizzes at company-wide meetings each month.

See HANNAH DAPORE, page 8

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

Adaptability. Regular desk changes prepare employees for flexibility. Non-entitlement. No one becomes entitled to a space, desk, or facility. Spaces, technology, and resources are viewed as shared or temporary, decreasing entitlement or feelings of superiority. ■ Leverage technology. We rely heavily on technology to bridge geographical gaps, as described in the following: Phone paging system. Our system efficiently connects employees across offices. Virtual meeting capability. We are constantly conducting virtual meetings, training sessions, and team updates via virtual spaces. Group chats. Chats help us share jokes, stories, and updates to maintain a sense of community. Cloud-based server/software integration. We are able to collaborate on projects and share resources thanks to cloud-based servers and software. This system also allows anyone to work from any computer. ■ Cultivate appreciation. We actively provide training to help all employees recognize and appreciate others’ efforts using the following. Employee recognition programs. We celebrate achievements publicly. Thank-you notes. We encourage personalized messages among employees. Peer-to-peer recognition. We encourage colleagues to appreciate each other, and give them the tools to do so via consistent education and support including Languages of Appreciation quizzes and training for all employees. ■ Foster a team-wide mindset. Our firm intentionally shifts the focus from office competition to collective success with the following approaches: Shared goals. We align teams across locations toward common objectives. Profit-based bonuses. Our rewards are based on overall company profitability, not an individual office’s or an individual person’s performance. Collaboration. We encourage cross-office collaboration on projects by creating project teams with the best fit for the project, regardless of their physical location. By implementing these practices, our firm creates a cohesive and thriving company culture that transcends physical boundaries. We have internalized the concept that a strong culture is the backbone of a successful organization, and we hold to this outlook no matter how many offices we operate. Hannah Dapore is people and culture leader at Choice One Engineering. Connect with her on LinkedIn.

HANNAH DAPORE, from page 7

This keeps everyone engaged and reinforces the importance of these principles. Decision filter. We use our collective values as a decision-making filter. When faced with choices, we evaluate the choices against this set of beliefs. Enjoyment checkups. We periodically assess employee satisfaction and alignment with company values, which helps us to address any gaps promptly. employees to connect and build relationships is vital. We use the following ideas to perpetuate these connections: Quarterly offsite meetings. We regularly bring both offices together (often at a central, rented space) for strategic planning, team-building exercises, and knowledge sharing. Company picnics. By organizing and supporting casual gatherings where colleagues can relax and meet each other’s families, we encourage interaction and bonding. Company trips. We organize and pay for trips to explore new locations with co-workers and spouses to get to know each other better outside of work and share experiences we then are able to bond over. Fun competitions. Events like March Madness brackets and chili cook-offs encourage friendly competition and camaraderie. employees to spend time in different office locations – thankfully, our offices are about 1.25 hours apart, which allows us to do this regularly, which may not be the case for all firms. We also have a cloud-based software system, ■ Facilitate office swapping. Our firm encourages which simplifies working from any computer on our system. Benefits we have realized include the following: Cross-pollination. Employees gain fresh perspectives by collaborating with colleagues from other offices. Networking. Employees strengthen professional relationships beyond local teams. Understanding context. Seeing firsthand how different offices operate enhances empathy and understanding. ■ Host inclusive events. Creating opportunities for ■ Rotate desks annually. Almost everyone in the company switches desks annually. While this may seem like a large undertaking, we have been able to simplify the process so that most employees are only disrupted for about 30 minutes per move. This strategy prevents monotony and encourages interaction. Benefits also include the following: New perspectives. Different seating arrangements lead to varied interactions and insights. Breaking silos. Employees from different departments or offices interact more naturally.

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

OPINION

Are you an enemy of writing?

Managers can unintentionally hinder their team’s writing by not providing clear standards, dedicated time, and constructive feedback.

M any managers and business owners don’t realize they’re the villains when it comes to their team’s writing processes. You may be saying, “That’s not me. I’m not a villain.” Really? Let me ask you a few questions before you commit to that answer.

Are your writing standards and expectations (yes, there’s a difference) clear and codified for your team? Do your team members have time for focused writing during their workdays, or are they trying to eke out time to write in between constant distractions? Do they have to write at home? Do you expect your team members to fix their colleagues’ writing? Is your organization’s document review process hazy, confusing, or, worse, nonexistent? Don’t worry, I won’t make you say your answers aloud. The hard truth is that many enemies of writing don’t realize they’re enemies. They hold positive feelings in their hearts and intend to create supportive work environments for writing. But, you know the old saying about the road to hell being paved with good intentions?

So, how do you turn things around? Is there a 12-step program for reformed writing villains? Indeed, there is a path toward writing redemption. To start, you must identify what leadership mistakes you and your organization are making when it comes to writing. Here are six of the most common mistakes and their solutions: 1. No writing time built into project timelines. Project timelines are nothing new. You have the research occurring during these dates, the data analysis conducted by this date, etc. Yet, many teams don’t build in time to write the proposal, report, executive summary, and whatever else needs to be written. I hate to burst anyone’s bubble, but no fairy godmother is going to come

Elizabeth Preston, Ph.D.

See ELIZABETH PRESTON, page 10

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

BUSINESS NEWS BOWMAN’S BRUCE LABOVITZ HONORED AS PUBLIC COMPANY CFO OF THE YEAR BY NORTHERN VIRGINIA TECHNOLOGY COUNCIL Bowman Consulting Group Ltd., a national engineering services firm, announced that Bruce Labovitz, the company’s chief financial officer, has been named Public Company CFO of the Year by the Northern Virginia Technology Council. This award recognizes Labovitz’s outstanding

leadership and significant contributions to Bowman and the broader business and technology communities in the National Capital Region. Labovitz has been with Bowman Consulting since 2013 and played a pivotal role in guiding the company through its successful initial public offering in May 2021. His leadership has been instrumental in driving Bowman’s growth and financial strategy.

Gary Bowman, founder and CEO of Bowman, said, “We are incredibly proud of Bruce and this well-deserved recognition. His dedication, expertise and strategic vision have been vital to our success. Bruce’s leadership during and since our IPO has been exemplary, and his ongoing commitment to financial excellence continue to drive Bowman forward.”

However, having clear, overt, and written standards and expectations for writers (hence No. 3 in this list) will help with this problem because it takes a “free-for-all” review and forces it to be focused, giving writers and reviewers laser-like aim on clearly defined, shared goals. 5. No dialogue between reviewers and writers. Writers and reviewers need to talk with one another. A quick sit-down or phone call to discuss why the writer made certain moves and why the reviewer thinks something should be changed is much faster (and more efficient) than multiple emails going back and forth trying to decipher what the other person means. But isn’t that what track changes and comment bubbles are for? In part, yes. Yet, miscommunications happen, and if the feedback isn’t on point to begin with, your writers and your reviewers will be thrown into a cycle of miscommunication, frustration, and inefficiency. 6. Little (if any) constructive feedback on the writing. Bad feedback is often generalized feedback. “Reword,” “unclear,” and “awkward” are examples of bad feedback because they aren’t specific or constructive and don’t provide the writer a path forward for revision. Instead, writers must guess what the reviewer wants and hope they guess correctly. Still, perhaps worse than bad feedback is no feedback. Writing isn’t an arena in which no news is good news. Writers need specifics, and they need to know what should be changed, how to change it, and, more importantly, why it should be changed. They also need to know what they’re doing well so they can continue with those positive behaviors. The more constructive the feedback, the more the writer will learn, and the better their documents will be. Resolving leadership mistakes in your organization’s writing processes can take you from villain of the story to heroic champion of your team’s writing. The change will take time and work, but the benefits are worth the effort. Besides, everyone loves a good redemption story. Elizabeth Preston, Ph.D., is an executive consultant for Hurley Write and the producer and co-host of The Writing Docs podcast. Connect with her on LinkedIn. For more information, contact info@hurleywrite.com.

ELIZABETH PRESTON, from page 9

in and – poof – the writing is suddenly done. Written deliverables and their drafts need deadlines, and writers need time within the project timeline to get the writing done. 2. No time scheduled for focused writing during the workday. Team members need time within their workdays to write without distractions. The time doesn’t have to be every day, but focused writing time needs to be part of the workweek if you expect your team to produce documents that aren’t cringe-worthy. Research shows that distracted writing produces inferior documents when compared to focused writing. But one small phone call, one little email, or one tiny question from a colleague wouldn’t hurt, right? Wrong. Research finds it takes approximately 23 to 25 minutes for people to get back on task and into the swing of writing after attending to a distraction. So, if your team member sets aside one hour for “focused writing” and they get distracted twice, then they probably enjoyed a whopping 13.5 minutes of productive writing time. 3. No clear standards and expectations for the writing. Standards and expectations are different. A standard is a level of quality, something that is accepted as a norm, and generally used as a basis for judgment. An expectation is a belief something is going to happen or a feeling someone is going to achieve something. Standards are the stepping stones to reach desired expectations. For example, you can have both a standard that your writers adjust the technical language in their documents to meet their target audience’s knowledge level and a standard of defining any unfamiliar jargon for the target audience. Those standards can then guide your writers to achieve expectations for writing a “clear” document. The problem arises when expectations may be expressed, but standards are implied or missing. You can, and should, have expectations. But your team needs clear, overt, and written standards if they are to meet expectations. 4. Unclear and/or unreasonable expectations for reviewers. Expecting reviewers to “fix” writing doesn’t give reviewers standards by which to judge written documents, provide feedback, and help writers improve. Mostly, it frustrates and confuses.

THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548

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