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If you’re leading a firm in the AEC industry, this data gives you a clear roadmap. Culture isn’t some abstract ideal – it’s a series of daily decisions. How you reward, support, and develop your people shows up in both morale and margin. If you’re leading a firm in the AEC industry, ask yourself: ■ Do our employees feel secure and valued – especially in unpredictable times?
KYLE AHERN , from page 3
reward both output and initiative. Employees don’t just feel that they’ll be compensated – they feel seen. They know their contributions are acknowledged and valued, which fuels motivation and retention. In these firms, pay and praise go hand-in-hand. TRAINING, DEVELOPMENT, AND MENTORSHIP. If there’s one area where top-performing firms are clearly investing, it’s in professional growth infrastructure. Gaps were substantial in factors like quality and frequency of training, mentoring program availability, and the quality of mentorship itself. These firms are not leaving development up to chance – they’re building it into the everyday employee experience. That support also extends into manager-employee relationships. Employees at high-profit firms are far more likely to report that their manager helps them set goals and holds them accountable. This kind of hands-on leadership creates a culture of progress. People feel like they’re not just filling a seat – they’re moving forward. WHAT THIS MEANS FOR AEC LEADERS. The takeaway isn’t simply that high-profit firms offer more pay or better perks. What they do differently is build systems of support – intentional structures that reinforce stability, development, and trust. They don’t wait for healthy margins to justify investing in people. They invest early and often, because they understand that culture drives performance, not the other way around.
■ Are we consistent and fair in how we reward performance?
■ Is professional growth built into our day-to-day operations? These aren’t abstract culture questions. They’re direct predictors of firm health and profitability. THE BOTTOM LINE. The firms at the top of the profitability ladder aren’t just more efficient or better at business development. They’re doing the hard work of building trust, investing in people, and creating cultures where employees want to stay and grow. The good news? That kind of culture isn’t reserved for the few. It’s available to any firm willing to make it a priority. The gap is real – but so is the opportunity. Kyle Ahern is manager of Awards and Analytics at Zweig Group. Contact him at kahern@zweiggroup.com.
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THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591
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