11
OPINION
Transforming team dynamics and strategies for improved leadership skills, operations, and project implementation, leading to business success. An operations team to build the future
W hen I assumed a regional management role after significant company transitions, I was unsure about what to expect. Would I simply fall into the routines the previous manager had used to run our business unit, or develop my own way of leading? He clearly excelled in that role, ultimately rising to the position of CEO. Although we share similar personalities and approaches – he was my mentor for more than 20 years, after all – no two people are exactly alike. My natural inclination toward collaboration made me an excellent “second in command,” always ready to offer my opinion, serve as a sounding board, and assist with implementation. However, when it came time for me to take the lead, I had to learn how to drive initiatives forward independently.
Anastasia Welch, P.E.
One of my predecessor’s key initiatives was the creation of a performance team aimed at enhancing our business unit’s results. In the mid-2010s, we faced underwhelming performance, with significant project losses and stagnant growth. Although the performance team generated excellent ideas, they struggled with implementation. This was likely because the team was comprised of our business unit’s primary leadership, who already had substantial responsibilities. As I stepped back to envision our future, I identified two key priorities:
1. Supporting our employees by providing the necessary resources, guidance, and opportunities for their success. 2. Developing our staff into capable and successful leaders to fill the roles that would become vacant due to numerous company transitions. I decided to convert the performance team into a leadership team and add an operations team. The new operations team’s objective is to develop
See ANASTASIA WELCH, page 12
THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551
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