7
OPINION
Coaching over counting
T he AEC industry thrives on measurable outcomes. Performance metrics help firms track project deadlines, financial performance, and operational efficiency. But when metrics become the primary management tool, they create a narrow, short-term focus that can stifle engagement and innovation. If we want to create workplaces where people thrive, innovate, and stay, we must go beyond managing to metrics.
Lynn Bruns, PE
ISG takes a different approach. We focus on coaching behaviors rather than just tracking metrics. This shift doesn’t eliminate performance metrics; instead, we use them as a tool to guide professional development, build trust, and drive long-term success. Here’s how: 1. Focus on progress, not just outcomes. Good behavior begets good results. While hitting targets is important, true success comes from developing the skills, habits, and critical thinking abilities that lead to sustainable performance. Coaching emphasizes the process behind success, helping employees build the foundation and self-awareness for long-term growth. As an employee-owned multi-disciplinary firm, we encourage an ownership mindset where professionals take the lead on challenging
projects and focus on continuous improvement, not just task completion. This commitment to partnership strengthens our team, making us more resilient and adaptable. 2. Engagement and trust: The key to retention. AEC firms are facing talent challenges. Burnout and disengagement are real risks when employees feel managed by numbers rather than developed as professionals. Coaching builds trust and engagement by focusing on individual growth, not just performance metrics. Project-based mentorship models are dynamic and hands-on, ensuring employees feel mentally fit, valued, and motivated. When professionals see their own progress, they stay engaged, energized, and committed to their work.
See LYNN BRUNS, page 8
THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580
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