TZL 1354 (web)

How much do AEC firms spend on each new hire? T R E N D L I N E S J u l y 2 7 , 2 0 2 0 , I s s u e 1 3 5 4 W W W . T H E Z W E I G L E T T E R . C O M

Developing a legacy-building strategy requires looking within to the sources of your greatest purpose and potential. Live your legacy

W e are lucky to be living at a time like this. That may be a bold statement to many reading this as I’ve seen my fair share of articles about how 2020 has been a terrible year, with COVID-19 being only one of many reasons. However, this year, my son was born, and my family recently moved to New Orleans. As things slowly settle into place, it has afforded me the opportunity to reflect and regain perspective. In many ways, this is one of the greatest moments to be alive. Humanity has never been in a better position. There has been a Facebook post going around about the hardships and perspective of someone born in 1900 that can really help shift your viewpoint. Sure, there is a lot of uncertainty, privation, and suffering. I’d like to challenge you to reframe your reference on the world today in order for you to see the tremendous amount of opportunity that this time presents. Great leaders are shaped by their time and environment just as much as their natural or developed ability. Rather than waiting for the new normal to emerge, what are you doing to create the new normal. It makes me think of American poet, Marge Piercy’s, words, “A pitcher cries for water to carry, and a person for work that is real.” Let us reignite the passion and intensity and stop going through the motions and wasting time. This fundamental impulse is not bounded by age. It is time, not to leave a legacy, but to live one! Our mission at Zweig Group is to “Elevate the Industry.” I believe the foundational building block of this is the individual. Leadership can come from any level in our organizations and what we need now are leaders. What would you like your legacy to be and how can we bind together with likeminded individuals to push beyond the limitations that have held us back? Is your vision to build people that build the future, create a more equitable world, ElevateHer, generating better health and well-being through design, to inspire healthier communities, to reinvent how people share knowledge and use their environment, world domination, or some other colossal purpose? A quick aside for those who think I’m being too ethereal: People want to do business with, work for, and most importantly contribute to those who believe what they believe. Concentrating on living your legacy will certainly be reflected in better revenue, profit, and return to shareholders, employees, and your communities. After speaking with firms around the country, many have a one- word strategic plan at the moment “survive.” This is also the bias many leaders in our firms have during “normal” years as well. They

Phil Keil

Hiring isn’t cheap! According to Zweig Group’s 2020 Policies, Procedures, and Benefits Report of AEC Firms , firms spent on avererage $9,454 on each new hire. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication. F I R M I N D E X A. Morton Thomas and Associates, Inc..12 Batture, LLC. ..........................................6 Blackstone Environmental.....................12 Brinkmann Constructors.......................10 Contour Engineering, LLC.......................2 Pennoni. ...............................................10 SCJ Alliance............................................4 Universal Engineering Sciences...............2 Ware Malcomb......................................10 MO R E A R T I C L E S xz MARK ZWEIG: Getting better fees Page 3 xz Giving back: Bob Mora Page 6 xz JONATHAN SAVAGE: COVID-19 and business development Page 9

xz MIKE KUKUK: Blueprint for successful transition Page 11

See PHIL KEIL, page 2

T H E V O I C E O F R E A S O N F O R T H E A E C I N D U S T R Y

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