TZL 1527 (web)

March 4, 2024, Issue 1527 WWW.ZWEIGGROUP.COM

TRENDLINES

Value per employee

$70,000 $75,000 $80,000 $85,000 $90,000

Some of the ways entrepreneurial small firm owners create value and differentiate themselves. Entrepreneurial small firms

Zweig Group’s 2024 Valuation Report measures value per employee by dividing the

FIRM INDEX Blankinship & Associates...................... 6 Bowman Consulting Group Ltd....... 6 Hanbury............................................................. 6 Tangram Interiors.................................... 10 W.E. O’Neil........................................................ 8 MORE ARTICLES n LINDSAY YOUNG: Plant your tree today Page 3 n DAVID KEITH: Fostering a passion for design Page 5 n JANKI DEPALMA: Our hidden impact Page 7 n JON LEACH: The psychology behind office spaces Page 9 determined value of a firm by its staff size. As AEC firms primarily sell their staff’s time, it’s widely recognized that personnel are their most crucial asset. This ratio highlights variations in firm value relative to staff size, encompassing all full-time equivalents, including management, design/technical, and administrative staff. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

J ust because someone (or someones) are in business and have their own small AEC firm doesn’t make them “entrepreneurs.” They could simply be “small business owners.” There’s nothing wrong with being a small business owner. There are tens of thousands of them in our industry. As a small business owner, you have some freedom and some tax benefits, you can pick your clients and projects, and you don’t have to waste your time sitting in pointless meetings or put up with any other corporate bureaucracy that would be typical in a larger company. But is that all there is to it? Are your only choices either to have a small firm that does small projects and (hopefully) makes you a decent living, or to work for someone else in a larger organization? I don’t think so. You could be a small firm with big plans – big plans to create an innovative, growing business that builds value you can extract when you decide it’s time to get out. Although I have said it in these pages before, it’s worth saying again: It’s that “value building” that differentiates an entrepreneurial small AEC firm versus a typical small AEC firm. “Value building” is more than a clichéd buzzterm. It means you can extract the value of your ownership stake in your company when you decide it’s time to move on to do something else. It’s real. It’s tangible. And most importantly, it is all about the choices you, as the owner or owners, make. So let’s take a quick look at some of the ways entrepreneurial small firm owners do things that lead to value creation and differentiate them from the mass of other small firms: 1. Entrepreneurial small firm owners always try to do what is best long-term. They know every decision they make affects their long-term future and that the sooner they start doing what is best for the long-term, the better off they will be. This isn’t always easy, but it is necessary! 2. Entrepreneurial small firm owners plan. They believe in business planning. It’s not just an academic exercise, but rather a way of life for them. They set a plan. They have goals. They have a list of things to do that will make their firm better – not just do projects. They share their plan with everyone in the business.

Mark Zweig

See MARK ZWEIG, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

MARK ZWEIG, from page 1

3. Entrepreneurial small firm owners are committed to growth. They know it’s either grow or decline. Growth gets everyone excited. Growth keeps them motivated. Value is related to growth rate. Value is a good thing! 4. Entrepreneurial small firm owners plan for how they will finance that growth. They have the right legal form of organization that supports their long-term goals. They retain earnings in their business. They develop banking relationships. They secure the most credit they can get before they need it. They sell ownership to their best people so they can generate capital internally. 5. Entrepreneurial small firm owners put their business first above their personal wants and needs. They take out less money from their business than small business owners because they know the business is what feeds them. They don’t want to kill the goose that lays the golden egg. And they put in the hours required to get ahead. 6. Entrepreneurial small firm owners do what it takes to create a brand. That means they consistently invest in marketing. They have a great website. They use PR. They put a lot of content out there on social media. They have swag like shirts and cups and other stuff. They drive branded vehicles. They have good project signage. They exhibit at conferences and trade shows. Marketing is not viewed as overhead but rather as an investment. 7. Entrepreneurial small firm owners are not afraid to specialize. They know that specializing is how they can break free of their local market dependence. They also know that when a client has to make a choice of what firm to use they want to be head and shoulders above anyone else because of that specialized experience. And they know that specialization leads to higher fees and billing rates. 8. Entrepreneurial small firm owners develop their people. They aren’t micromanagers. They understand that the strength of their business lies in their people. They don’t want their businesses to just revolve around them and depend solely on them. That means they understand that the best people need to be paid well and that they cannot be selfish in terms of sharing rewards. 9. Entrepreneurial small firm owners share their financial performance info. They know how important providing and talking about this information is to educating their people on business, and that business knowledge is a common weakness of people in our industry. I could easily expand on each of the differences between small business owners and entrepreneurial small business owners. It’s one of the reasons Zweig Group is doing our first-ever AEC Small Business & Entrepreneurship Forum in Atlanta on May 21. Come join us, learn, and be inspired! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@ zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com Tel: 800-466-6275 Fax: 800-842-1560 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news Twitter: twitter.com/zweigletter Facebook: facebook.com/Zweig- Group-1030428053722402 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). Free electronic subscription at zweiggroup.com © Copyright 2024, Zweig Group. All rights reserved.

AEC SMALL BUSINESS & ENTREPRENEURSHIP FORUM This new event gathers leaders of small AEC firms to discuss the unique issues of managing and growing a small business today. The one- day event includes keynotes, panel discussions, roundtables, and breakout sessions, all focused on the emerging trends and needs of small businesses. Join us May 21 in Atlanta, Georgia. Click here to learn more!

THE ZWEIG LETTER MARCH 4, 2024, ISSUE 1527

OPINION

Plant your tree today

It’s never too late for firm leaders to set strategic goals and start investing in their companies.

I s your business ready to grow? Are you ready to make some positive changes? January always starts with fresh ideas, lots of initiative, and big goals. Don’t let those fizzle out as the year progresses! Haven’t done any strategic planning for your firm for 2024, yet? It’s not too late – you can do it now. Assemble the leaders within your firm and take a half day to brainstorm and set goals for 2024. It doesn’t have to be complicated or overwhelming. (Remember KISS – Keep It Super Simple.)

Lindsay Young, MBA, FSMPS, CPSM

Maybe you want to increase your fees for certain clients or certain projects. Discuss as a team how you can make that a reality. How much do you want to increase your fee? How do you have those conversations with clients? It’s about showing your value and what you provide. Go into it confidently, and the conversation is likely to be easier than you think it will be. Do you need to set up a better project process? This may seem like a daunting task, but it helps to break it up into mini goals. Focus on accomplishing one small step of the process per month, and then at the end of the year you’ve got 12 new steps for an improved process. Writing down your goals helps you and your

team understand where your firm is going and what steps to take to accomplish those goals. Be very clear about these goals. Setting expectations and accountability will increase success. Marketing is often a weak point because many firms have been so busy taking care of clients and projects that they have neglected this area of their business. But I can’t stress enough the importance of consistently marketing your firm and investing in your marketing strategies – those who do so are more profitable and see fewer dips during slow times. Here are just a few things you can commit to doing in 2024:

See LINDSAY YOUNG, page 4

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fairs and building relationships with local universities and colleges to find new hires? Employees are also a great referral for other employees, so make sure to involve them in recruiting efforts. Invest throughout all levels of education, because we need more talent to enter and remain in our industry. Many students (and their parents for that matter) simply aren’t aware of the opportunities in our industry. Education and promotion are key! Along with recruiting comes retention. Make sure you are keeping your employees happy and engaged. Invest in your employees through training, education, and involvement. Employees have great ideas about firm growth and strategy, so make sure to ask them. They will share this with you if they know you’re receptive to new ideas. Gathering employee feedback is equally important. Learning what makes your employees tick is instrumental in retention. A ping pong table in the breakroom is great, but it takes a lot more than that to ensure employee satisfaction. Perhaps you’ve heard this famous quote about planting a tree: “The best time to plant a tree was 30 years ago, and the second best time to plant a tree is now.” Well, that’s no different than investing in your company! Now is better than never – start today. 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.

LINDSAY YOUNG, from page 3

■ Update your website content. This is going to be one of the first places that prospective clients come to learn more about your firm. Make sure the content is consistent with your brand and message. Introduce your employees and highlight their history with your firm. Make sure to update your portfolio with recent successful projects (including high-quality photos, a basic description of the work completed and testimonials from the clients). ■ Invest in client relationships. Whether through face-to- face interactions or just picking up the phone, you need to make sure your clients know they are appreciated, listened to, and respected. posting on your social media profile(s) is so important. Do a regular employee spotlight, show photos of current and completed projects, give a “behind the scenes” look at your office or jobsite, share any awards or accolades you’ve received, highlight any community projects your firm has been involved with – the possibilities are endless! ■ Gather client feedback for letters of recommendation. These can be used on marketing collateral (website, social media, brochures, etc.). Don’t underestimate the power of word-of-mouth and testimonials! ■ Increase your social media presence. Consistently Now, let’s talk about recruiting. This will continue to be at the forefront for many in the industry. Are you attending career

THE ZWEIG LETTER MARCH 4, 2024, ISSUE 1527

OPINION

A group of Hanbury staff enjoying the 2023 Jane Cady Rathbone Design Retreat in Genoa, Italy.

Fostering a passion for design

Legacy programs reinforce a firm’s commitment to nurturing talent, fostering innovation, and preserving a dynamic, forward-thinking design culture.

A t Hanbury, our approach to architecture is driven by a profound passion for creating meaningful designs for educational institutions, life science corporations, and our communities. Yet, it is important for us to periodically reconnect with the foundational reasons for entering this field – the driving forces that instilled in us a belief in our ability to effect change.

David Keith, FAIA, LEED AP BD+C

Our relentless pursuit of design excellence is more than a professional obligation; it’s a journey enriched with learning, exploration, and mentorship. To reflect these values, more than 20 years ago, three of our partners established programs to inspire, rejuvenate, and reconnect us with our love for design. Our three Legacy Programs are pivotal in sustaining this ethos. Each program is a fundamental part of our commitment to nurturing talent, fostering innovation, and preserving a dynamic, forward-thinking design culture. The programs include the: ■ Jane Cady Rathbone Design Retreat. Named after our esteemed former board chair and CEO emeritus, the Jane Cady Rathbone Design Retreat is grounded in the belief that experiencing great

design is essential to creating it. This annual event, open to all employees, serves as a professional pilgrimage that immerses our team in design-centric dialogues amidst contemporary, vernacular, and historic architecture. Annually, 12-15 of us travel to global destinations like Riva San Vitale, Zurich, Genoa, Lucerne, Venice, Cuba, Barcelona, Bilbao, Egypt, London, Finland, Sweden, Brazil, Japan, and Lisbon. This retreat profoundly enriches our design culture and deepens our connection to the art, our practice, academia, and each other. Our commitment to travel and exploration

See DAVID KEITH, page 4

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TRANSACTIONS BOWMAN ENTERS INTO DEFINITIVE PURCHASE AGREEMENT WITH CALIFORNIA ENVIRONMENTAL FIRM BLANKINSHIP & ASSOCIATES Bowman Consulting Group Ltd. announced the acquisition of Davis, California based Blankinship & Associates. Blankinship, an environmental sciences and engineering firm, specializes in providing water resources services, natural resource management services, permitting and compliance services, and specialized training. Established in 2000 by current

president Mike Blankinship, the firm serves both public and private sector clients providing solutions to complex environmental and natural resources challenges that intersect the built environment and natural resources. Blankinship’s staff of professionals will all become Bowman employees in connection with the acquisition. “Mike and his team have a unique set of skills and specialties that have been honed during his more than 20 years in business,” said Gary Bowman, chairman

and CEO of Bowman. “Their reputation as a leading source of environmental sciences and engineering services was what originally drew us to Blankinship, but as we got to know them it was their professionalism and unrelenting can-do culture that compelled us to make them part of Bowman.” “We are all excited to join with Bowman and accelerate the growth of our business,” said Mike Blankinship, founder, and president of Blankinship.

response with more than 135 applicants for just nine positions, highlighting its effectiveness in diversifying recruitment and enriching our firm’s culture. It offers students a unique experience and equips each scholar with a significant portfolio of achievements. See the Summer Scholar Class of 2023 here. ■ S. Michael Evans Virginia Design Medalist. The S. Michael Evans Virginia Design Medalist program, named for a founding member and president/CEO emeritus, forges a link between academic theory and practical architecture. This program is a celebration of continual learning and cross-disciplinary collaboration, inviting distinguished professionals from various design fields each summer to engage and exchange knowledge with Hanbury’s staff. This initiative offers a unique perspective on our current projects, enriching the firm’s work through academic insights and fostering a dialogue between theoretical and practical design aspects. Honorees, recognized for their contributions to the field, participate in a 10-day extended week of lectures, project critiques, and collaborative activities, providing invaluable insights that resonate throughout the firm. See the 2023 Design Medalists here. Our three Legacy Programs are more than just initiatives; they are the lifeblood of Hanbury’s culture, symbolizing our dedication to continuous learning, innovation, and talent development. The Jane Cady Rathbone Design Retreat revitalizes our creative spirits, the Nicholas E. Vlattas Summer Scholars program brings fresh talent and perspectives, and the S. Michael Evans Virginia Design Medalist program bridges the gap between academic theory and practical application. Collectively, they form a holistic approach to continuous learning and design innovation. The influence of these programs extends far beyond the individual participants, creating a ripple effect that revitalizes Hanbury’s culture. This ensures that our passion for design remains vibrant, inspiring the next generation of architects and designers to push boundaries and create meaningful, impactful spaces. David Keith, FAIA, LEED AP BD+C, is CEO and design principal at Hanbury. Contact him at david.keith@hewv.com.

DAVID KEITH, from page 3

is rooted in time-honored traditions within the design community. This learning-through-travel approach has significantly influenced global architectural styles, echoing our college travel-abroad programs. Far from being mere observers, we actively engage with and absorb the essence of diverse architecture through sketching, photographing, and rich discussion. This experiential learning is integral to our design philosophy, continuously refreshing our approach and infusing our workplace with vibrancy and dynamism. “Our relentless pursuit of design excellence is more than a professional obligation; it’s a journey enriched with learning, exploration, and mentorship.” ■ Nicholas E. Vlattas Summer Scholars. In tribute to Nick Vlattas, a founding member and former COO, the Nicholas E. Vlattas Summer Scholars program echoes his passion for nurturing emerging talent and expanding Hanbury’s global reach. This unique initiative combines education, mentorship, and practical experience, attracting scholars from prestigious institutions around the globe. Participants immerse themselves in a curriculum involving design critiques, research, and excursions under Hanbury’s expert guidance. More than a talent incubator; this program is a catalyst for professional development among Hanbury’s team members who mentor these scholars. This reciprocal learning experience is aligned with the firm’s ethos of being a “learning organization,” emphasizing growth and opportunity at every professional level. Each year the program attracts national and often international applicants to our offices in Virginia and North Carolina. In recent years, we added a research component, usually focused on community impact, guided by the scholars. Their research, community engagement, and insightful contributions have significantly impacted our firm, communities, and most importantly, their burgeoning careers. Last year, our program received an overwhelming

THE ZWEIG LETTER MARCH 4, 2024, ISSUE 1527

OPINION

Our hidden impact

Leadership must communicate work meaning and impact in order to foster employee engagement and understanding of individual contributions.

O ne of my favorite holiday movies has to be It’s a Wonderful Life . Spoiler alert, the movie focuses on the life of George Bailey and a guardian angel who shows him what the world would be like if he didn’t exist. As the movie progresses, George learns that his life had impact in big and small ways to everyone. As a viewer, you can’t help but get introspective and a bit weepy.

Janki DePalma, LEED AP, CPSM

I recently had my own “impact” story. I was at a memorial birthday tribute to a friend. It turned out that one of the close family-friends and I worked at the same firm more than 15 years ago, when I was a part-time marketing consultant. My tenure was short – only a year, as I was a layoff victim in 2008. I didn’t even recognize his face since we barely had any interaction; I worked mostly with the marketing director and managing partner on stand-alone projects. I had such little impact at the place that my stint there is a bit of fun trivia whenever I meet someone from that company. Imagine my shock when this man remembered me clearly. He then told me how much I helped him on a pursuit and shared that the managing principal was very sad that I was part of the layoff. I had no idea I

had any impact on the firm, given my short tenure. I assumed that laying me off was a simple business decision; after all I was only a part-time employee. However, hearing that I made an impact – even with my limited interaction – was moving. Knowing that I had an impact, even just to one person, made me view that job in a new light. Deep down, do we as humans hope that our work has some meaning? I think after the basic hierarchy of needs is met (food, shelter, clothing), you’re able to reach out and talk about the meaning your work brings. Turns out that meaning and impact are prime components for engagement. Engagement Magic:

See JANKI DEPALMA, page 8

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BUSINESS NEWS BOWMAN COMPLETES INTERSECTION IMPROVEMENTS IN INMAN SQUARE, CAMBRIDGE, MASSACHUSETTS Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment, is has announced the completion of the Inman Square intersection safety improvements in Cambridge, Massachusetts. This accomplishment marks a significant achievement in Bowman’s commitment to delivering projects that enhance safety for pedestrians, cyclists, motorists and transit users. In 2017, the Kleinfelder-led team was selected for the project through an on-call services contract with the City of Cambridge. At the project’s onset,

before its acquisition by Bowman in 2022, McMahon Associates was chosen to lead urban planning, transportation analysis and street designs, a role they continued to perform through the project’s conclusion as Bowman. Prior to the improvements, Inman Square was a high-crash intersection. Through partnerships with local stakeholder groups, Bowman’s team developed an intersection design that aligned with the needs and objectives outlined in several city plans, including Vision Zero and pedestrian, bicycle, climate and transportation plans. “Our ability to listen to the community and develop a design that effectively addressed local needs is a testament to the expertise of our team,” said Christi Apicella, New England urban planning

team lead at Bowman. “This project is a shining example of what is possible when local needs, safety and sustainability are prioritized in an urban neighborhood. We’re proud to see this project complete and being enjoyed by the traveling public.” The improvements were a high priority for the City of Cambridge. Our team’s ability to swiftly deliver an effective design was a crucial factor in meeting this urgency. The chosen design transformed Inman Square’s geometry into a configuration that prioritizes safety of all modes of transportation. Additional safety enhancements include separated bicycle lanes with protected phasing, fully accessible sidewalks and crossing islands and the addition of floating bus stops and a transit queue-jump lane.

the managing principal had no qualms with my layoff decision. Turns out, neither of those was true. Knowing your impact actually is data to our story! This is why it’s so meaningful. At the very end of the movie, the town crowdsources the funds to help. One man says, “I wouldn’t have a roof over my head if it weren’t for you.” This statement is impact, not just thanks or appreciation. This one throwaway line is the only time we hear someone verbalize the impact George has made on their life. This seems simplistic, but how many of us actually hear about our impact? My coworker Necia Bonner shared a few stories with me. One was when she and a coworker were walking through their cancer treatment facility project. A patient, upon learning that they were the designers, proactively approached them and shared that her chemo treatments were now bearable, thanks to the redesign of the space. Necia also shared that one of her direct reports decorated Necia’s desk for the holidays and left a note, detailing how her mentoring has made an impact this year. Turns out we can share impact stories from top to bottom! Most of us live our lives like pre-angel-visit George Bailey, telling ourselves the story that no one sees our efforts. George learns that even without grand adventures and a big bank account, his life made a positive change in the world. Leaders may assume that compensation is enough and that their teammates know the impact they have. But in the absence of that information, the story we tell ourselves may be false. Impact is a key element in engagement – beyond ping pong tables or Taco Tuesday. Life isn’t the movies; there is no guardian angel showing us our impact. The onus is on each of us to share the impact. To the principal who I met at the memorial, thank you. You really have no idea how much that small feedback changed how I viewed my time at your firm. Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil. com .

JANKI DEPALMA, from page 7

Five Keys for Engaging People, Leaders, and Organizations , a book by Tracey Maylette, synthesizes years of research and case studies. I watched a presentation by the author and he talked about the difference between job satisfaction and engagement. In particular, he and his colleagues believe that engagement moves away from a transactional model of perks and dives deeper into MAGIC, or meaning, autonomy, growth, impact, and connection. His definition of impact is “seeing positive and worthwhile outcomes and results of your work.” In an informal LinkedIn poll, I asked people about their relationship with impact and their work. Do they know they make a positive impact? Do they care? My extremely unscientific poll with a limited data set showed that only 14 percent knew of their positive impact from their manager. Thirty-eight percent could see the impact based on their results. But a whopping 48 percent stated they had no idea of their impact. During a pivotal scene in It’s a Wonderful Life , George Bailey learns of a bank shortfall (due to his uncle’s error). As chairman, he tries to fix this, reaching out to the only person in the town who has enough money to help. This interaction leads George to a very dark place. He’s frustrated, fearful, and feels alone. George’s situation, the results of my LinkedIn poll, and my own experiences echo something similar – the human need to create meaning. Brene Brown coins a phrase “the story I’m telling myself” and in her book Dare to Lead writes, “In the absence of data, we will always make up stories.” She goes on to cite the work of Robert Burton, who explains that our brains love stories – especially ones that have a clear good guy (often us) and a bad guy. When we have limited information, we create an inaccurate story to fill the gaps. In George’s case, his story is that he has to take sole responsibility for the bank shortfall and no one will help him. In my story, it was that as a part-time employee,

THE ZWEIG LETTER MARCH 4, 2024, ISSUE 1527

OPINION

W hether you’ve experienced it firsthand or heard about it on the news, you probably know that employee engagement is dropping in the United States. In a world in which employee engagement is steadily decreasing, it’s increasingly important for firm leaders to understand the psychology behind their office spaces. The psychology behind office spaces

According to research from Gallup, employee engagement saw its first annual decline in a decade , dropping from 36 percent engaged employees in 2020 to just 34 percent in 2021. In 2023, it’s estimated that only 31 percent of workers feel engaged at work. We need a rebound, and if you ask many experts, it starts with office psychology. With organizations encouraging or even requiring employees to return to the physical office, it’s crucial that the workspace they’re returning to offers beauty, comfort, and function. Incorporating design elements that make them feel “at home” can go a long way in creating a better work environment. But what exactly is the role of office spaces in fostering engagement, and how do they impact our psychology? Let’s talk about it: ■ The role of physical environment. An office’s design shapes employee behavior and mindset. It works in the background, influencing the

manner in which individuals approach tasks, collaborate, engage with others, and feel about their jobs. A carefully designed office space can boost productivity and engagement. Conversely, an outdated or poorly planned office can have the opposite effect. As the Psychology Department at the University of Southern California puts it, we’re looking at building “new spaces for a new time.” Technological advances are changing the way employees work and do business, and physical work environments need to evolve with the times. The next generation of workers wants to be happy, and that starts with workspaces that are healthy and functional. This brings us to

Jon Leach

See JON LEACH , page 10

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As Harvard Business Review stated in 2019, if you want to boost collaboration in a workspace, you need to increase the right kinds of interactions while decreasing ineffective ones. An open floor plan might seem like the most beneficial option, but in reality, designers need to strike a blend between public and private spaces for employees. This will likely facilitate higher levels of productivity, but it will also ensure employees’ psychological needs and preferences are met by providing choice and control in how they decide to work ■ Lighting and mood. Most of us know that lighting is a powerful mood influencer. When used effectively, it can make people feel more creative, energetic, and happier. When used ineffectively, it can trigger feelings of repression, stagnation, and stress. We all know the feeling of a buzzing fluorescent light hanging over our heads – and it’s not a good one. Too much artificial lighting can also throw off our internal clocks and leave us feeling lethargic. That’s why the most productive workspaces place a huge emphasis on bringing in natural light. As Chicago environmental and design psychologist Sally Augustin said, “Natural light is like a magic medicine – it improves mood, mental performance, and the ability to get along with people.” One of the biggest design challenges in corporate spaces is ensuring most workstations can benefit from some form of natural light. At the same time, designers need to account for things like glare and outside distractions to ensure that natural light sources are helpful, not counterproductive. That’s why many modern offices are turning to adjustable solutions such as automated window shades, motion sensor lights, smart bulbs, and dimmable overhead lights. These design features make lighting more personal and productive for each individual. Office space design isn’t just a study in furniture, layout, or lighting – it’s a study in human nature. The more we learn about how our physical environment impacts our mood and productivity, the better we can tailor corporate spaces to meet employee needs. In a world in which employee engagement is steadily decreasing, it’s increasingly important for designers to understand the psychology behind office spaces. This is how we get things back on track and foster healthier, happier workplaces. Jon Leach is a director of business development at Tangram Interiors for the Dallas-Fort Worth region. Connect with him on LinkedIn .

JON LEACH , from page 9

our next few points: What office psychology elements are known to impact employee engagement and happiness? ■ Furniture matters. Furniture is more than a functional aspect of an office; it’s an integral component that directly affects the well-being and efficiency of employees. A set of armchairs in a nook can facilitate private conversation. A well-designed breakout area encourages informal discussion and relaxation. A carefully chosen meeting table might improve team collaboration, for both in-person and remote participants. In more and more circumstances, office spaces are opting for contract furniture that is dynamic and versatile. They don’t just want one setup – they want pieces that are flexible, multi-purposed, and designed to meet various mental and physical employee needs. Furthermore, they want furniture that contributes to healthy productivity in the office. Modern ergonomic design focuses on creating workspaces (and furniture) that positively impact health, concentration, and comfort. According to the Washington Department of Labor and Industries, implementing ergonomic solutions at work can increase productivity by 25 percent. In other words, when furniture supports and cares for employees, they tend to be more energetic and engaged. “Office space design isn’t just a study in furniture, layout, or lighting – it’s a study in human nature. The more we learn about how our physical environment impacts our mood and productivity, the better we can tailor corporate spaces to meet employee needs.” ■ Layout dynamics. The layout of an office space silently orchestrates meaningful interactions and shapes the dynamics of a team. An open floor plan facilitates collaboration and conversation while enclosed spaces provide opportunities for deep concentration. The most productive offices tend to strategically employ multiple kinds of layouts to enable multiple kinds of productivity. Currently, it’s estimated that seven out of 10 companies in the U.S. have some kind of open floor plan – but most fail to prioritize private spaces. This leaves many introverts without areas where they can recharge. It also discourages heads-down solo work or periods of uninterrupted concentration.

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