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PEOPLE’S LEADER, from page 7
was elongated, starting with coaching from our past CEO, Brian Kinzelman. Throughout the eight-month transition, Brian mentored me as we met weekly to discuss various aspects of the firm’s management and to problem-solve real-time issues. Months after the formal transition, Brian remains a key principal at MKSK and we still connect on a regular basis. I will always consider him a mentor. TZL: What do you like most about your new role? Why? EL: I’m a practicing professional. I must know the ins and outs of what we do in order to connect with our staff and promote MKSK from an experience-based perspective. This deep sense of our practice is complemented, of course, by a sound business understanding and a keen interest in industry trends. I have to be strategic, applying scenarios to decision-making, weighing benefits and consequences and understanding nuances and ramifications. I rely on the expertise of other firm officers to enhance decisions and contemplate legal and financial matters. I trust colleagues and know when to delegate responsibilities to ensure the best possible outcomes. Given the pace of our work and our clients’ expectations, I have to act quickly to identify problems and feasible solutions, but also remain open to other views and ideas. But perhaps my favorite aspect of this position is that I have to motivate and inspire our principals and staff to provide exemplary services, abide by high ethical standards and develop an admiration of MKSK as a special place to work. If I do my job well, I can cultivate ideal employees. Part of that is celebrating success and acknowledging failures, in a manner that promotes healthy accountability. I’m visible and accessible to staff so that all feel connected to firm leadership as a way of feeling more connected to MKSK. Being CEO allows me to convey understanding, humility, and awareness, and gives me the opportunity to listen, learn, and evolve. In doing so, I lead by example and show staff the importance of connecting to people in a genuine way. TZL: What type of leader do you consider yourself to be? EL: I’ve heard some at my firm call me the “people’s leader,” which I cherish because it means that I’m connecting with our team. TZL: You’re committed to maintaining the company’s reputation as a national leader in planning and landscape architecture, as well as workplace wellness and culture. What are you doing to meet those ends? EL: I must have a passion for this company and possess the language and confidence to speak about how we “Shape Place, Improve Lives, and Tell the Story.” As that person, it’s critical for me to be visible and vocal in leading and promoting the firm. In doing so, I work to elevate MKSK in the marketplace and demonstrate the ideals of thought leadership. But words can only take you so far. Our goal is to be counted among the best landscape architecture, urban design, and planning firms in the U.S. We’re investing in thought leadership areas that will allow MKSK to be at the forefront of combatting climate issues facing our communities. We’re seeking out “stretch projects” to extend our expertise, capability, and desirability and we’re
MKSK’s Design Summit, an annual retreat to celebrate one of the firm’s core values – the power of collaboration.
elevating our reputation in the marketplace by promoting our best work in innovative ways. We’ve also invested in two new offices in Chicago and Washington, D.C., both of which will elevate our profile and give us the opportunity to practice on an even bigger stage. Internally, we’re embracing growth by giving our team members tools, guidance, space to operate, and ultimately the mission to be invested in their own professional path, thereby extending individual and team capabilities. Central to this is a genuine eagerness to listen and learn, to teach and to be honest in making decisions and handling issues. Words spoken by leaders reinforce behaviors – positively and negatively. A leader best leads by example and is most respected when others see them walk the walk. TZL: What benefits does your firm offer that your people get most excited about? EL: When I interview candidates, I speak about family leave, PTO, continuing education stipends, our travel research program, our annual Design Summit, our Rally in the Alley celebration, our DEI task force, our Staff Council, our QA/QC program, our Women’s Employee Resource Group, various committees, and many other unique programs. Taken together, it’s a very impressive array of opportunities at all levels. Candidates are thrilled at the chance to influence firm culture and decision-making. But the benefit that excites people the most is that we are 100 percent employee-owned. Everyone has a stake. There’s a real sense of pride and togetherness that comes with employee ownership. It plays a major factor in retention. TZL: In one word or phrase, what do you describe as your number one job responsibility? EL: Making MKSK relevant, viable, and successful in a constantly changing world.
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THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466
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