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“In the end, what really matters more than anything, is actually living our values by example,” Don says. “Culture and core values should not be static and never-changing. We’ve made it a practice to review how we communicate and how we can better live our values.” “I’ve worked with our teams to grow the company while working to be certain that we have enough diversification to weather any economic (or other) storms that may challenge our business.” Through trial and error, they’ve learned that maintaining a strong company culture and consistent values as you grow takes work and dedication. Communication and embracing transparency are key and they feel that they’ve done a better job of that by sharing core values at onboarding, on their website, posting in each office, and adding it to their internal conversations. In addition, they’ve made it a practice to share how teams are performing in a monthly internal newsletter and quarterly company meetings. Here are some other practices that have helped maintain culture consistency:
flexible schedules, improved communications, and upgraded technology – all while remaining productive.” In addition to a flexible workplace and strong company culture, staff also get excited about programs that allow them to share in the growth and profits of the company. They receive unlimited PTO and there’s an enhanced corporate social responsibility program that seems to resonate with the teams. “My primary responsibility is to keep our associates engaged, challenged, and fulfilled,” he says. A GROWING PROPOSITION. Today, Manhard has 13 offices and the growth continues. Don says that when he first started with the company, the business world was very different. “The web as we know it today was in its infancy and people did most of their growth research by talking to the people who understood it the best – their clients,” he says. As a result, Manhard started out by expanding to all counties in metro Chicago to attract talent and to be closer to its clients’ projects. Then, the firm tested the waters by following a client to the Denver metro area. It was a logical expansion for them because the area was growing quickly and they were fortunate to have associates willing to make the move to open and manage a new office. Don plans to continue national growth with offices in high growth markets and sharing resources from team to team. Having been through recessions and a pandemic, he’s learned the importance of diversification in markets and services offered. “I’ve worked with our teams to grow the company while working to be certain that we have enough diversification to weather any economic (or other) storms that may challenge our business,” he says. That growth is also due to a company belief that it’s crucial to be early adopters of the latest technology because it allows teams to provide the highest level of service. Together See LIVING FIRM VALUES, page 8 “Culture and core values should not be static and never-changing. We’ve made it a practice to review how we communicate and how we can better live our values.”
HEADQUARTERS:
Lincolnshire, IL
NUMBER OF EMPLOYEES:
300 and growing
YEAR FOUNDED: 1972
OFFICE LOCATIONS: 13
MARKETS: Industrial and
Business; Residential
and Land Development,
Retail and Mixed-Use;
Healthcare; Educational
Facilities; Recreational
When possible, new offices are managed by leaders or have associates who have spent five or more years at corporate headquarters. They have had time to live company values, so they’re better able to share it with a new office and new staff. In support of each office, senior leadership makes it a practice to spend time in each office and sit down with all associates to understand their concerns. Regional offices spend time with the entire corporate team every year. These leaders shape the culture in their office, so it’s important to bring them together to reinforce the culture and values.
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and Sports Facilities;
Oil and Gas; Energy
Alternatives; Government
■
and Municipal
SERVICES: Civil
■
Engineering; Surveying
& Geospatial; Water
Like most firms, Manhard adjusted and redefined its workplace during COVID-19. The firm adopted a hybrid work schedule that worked for everyone. “While my preference is for all staff to return to the office, we’re being thoughtful not to slide back to pre-pandemic practices,” he says. “Our associates want the flexibility that allows them to align work with a healthy and satisfying lifestyle. We’ve responded to that need with
Resources Management;
Construction
Management; Landscape
Architecture; Land
Planning
© Copyright 2022. Zweig Group. All rights reserved.
TOBER 3, 2022, ISSUE 1459
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