TZL 1549 (web)

August 12, 2024, Issue 1549 WWW.ZWEIGGROUP.COM

TRENDLINES

Hiring challenges

High salary demands Competitve firms Lack of qualified candidates

Spot these devastating hires before they sabotage your team. Sniffing out the narcissist

Lack of time

Geographic location

W e do a lot of painstaking due diligence to ensure we make good hires and bring aboard the right people into our firms. We do things like forensic behavioral interviewing, personality profiling, technical screens, careful reference checking, character assessments, etc. These practices have value; I’m not here to disparage them at all (though, at times, they can be over-prosecuted in my opinion). They can certainly help us to screen out some really bad apples, but they’re not infallible – at least, not last I checked. I think we can lean too heavily on these selection tools at times and, in doing so, fail to spot a potentially bad hire that can only be seen with the naked eye and some good old- fashioned human intuition. Perhaps the most destructive personality trait to infiltrate our firms is narcissism. You know the type – it’s the person walking around with a headful of themselves and an inflated sense of their own importance and superiority. Secretly, they have a deep relentless need for excessive attention and admiration, and so they constantly carry around this grandiose view of themselves while simultaneously minimizing rivals to their ego by condescending to everybody around them. They lack any decent measure of authentic empathy for others because they’re too self-absorbed to be bothered with something as paltry as empathy. Now, the scary thing is that if there’s any personality type that can evade all our sophisticated screening tools, it’s this insidious creature. You see, because on the surface, the narcissist is usually incredibly personable, even captivating – even charming. But don’t be fooled; this facade holds only as long as everything goes his or her own way. As someone once aptly said, “Nobody is more charming than a narcissist, so long as you’re reacting to life on his terms.” Ain’t that the truth. The moment the spotlight shifts or their ego is challenged, the true nature of the narcissist emerges, and the consequences for your team or firm can be very severe. I suspect many of you know exactly what I’m talking about. WHY NARCISSISTS SHOULD BE AVOIDED AT ALL COSTS. There are several good reasons why narcissists should be avoided, and all of them are obvious, but for the sake of inspiring new defenses allow me to recite a few big ones. Firstly, narcissists are incredibly destructive to a firm’s culture because their self-absorbed behavior creates a fog of toxicity around them as they prioritize their own needs, gains, and ambitions above those of the team. The result is polarization, internal

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FIRM INDEX AECOM ............................................................... 6 KAI ....................................................................... 10 Mead & Hunt ............................................... 10 MORE ARTICLES n MERCEDEZ THOMPSON: Win themes with a capital L Page 3 n MARK ZWEIG: The best outside director experiences Page 5 n LAUREN MARTIN: Protect against frivolous lawsuits Page 7 n LALITHA BENJARAM: Employee committees for engagement Page 9 According to Zweig Group’s 2024 Policies, Procedures & Benefits Report , AEC firms identify the lack of qualified candidates as the primary challenge in hiring new talent, with a rating of 4.5 out of 5. Other significant factors include competition from other firms (3.9) and high salary demands (3.7), while geographic location (2.6) is perceived as a lesser issue. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

Jeremy Clarke

See JEREMY CLARKE, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

JEREMY CLARKE, from page 1

conflict, reduced team cohesion, reduced morale, bitterness, drama, stress, etc. It gets worse. As mentioned, the narcissist is driven by an unrelenting need for admiration and validation. So much so that they can’t set any vision on the best interests of the firm, and so they tend to make self-serving and poor strategic choices. Perhaps most toxic, the narcissist believes everyone should carry the same opinions they do, and if you don’t, you’re some breed of idiot. They are relentlessly dogmatic and condescending creatures who are unwilling to consider new ideas that do not originate from them. They stifle and suppress every climate of innovation, and they militantly resist any personal feedback or constructive criticism. Truth be told, despite all their dogma, condescending behavior, and outward confidence, the narcissist is haunted (consciously or subconsciously) by a fragile ego and an unstable self-image that is highly sensitive to criticism or perceived slights. Their inflated self-image is ultimately a defense mechanism deployed as a means of avoiding confronting their own secretly known flaws and insecurities. HOW TO SPOT A NARCISSIST. Spotting a narcissist in a job interview is not easy. Like I said, they can be incredibly personable, captivating people. But there are tell-tale signs and cues that if carefully observed and calculated can effectively remove all that charming and deceptive veneer. Here are my four go-to cues to keep an eye out for during the interview: 1. Loud self-promotion. Narcissists love to talk about themselves (no surprise there), often with elevated volume and exaggerated speech related to their own achievements and abilities. They may even dominate the interview with anecdotal stories of their personal successes (usually eliminating any reference to their former failures). 2. Laser self-focus. In my experience, narcissists will usually show very minimal interest in the firm beyond how it benefits them (their advancement, compensation, benefits). Their questions about the firm’s history, values, mission, etc., will be few or gratuitous. Furthermore, the answers they give to your questions won’t usually express consideration for team-oriented contributions to previous successes or any kind of collaborative successes. Their focus is dominated by “I” toward their personal gains and individual achievements. 3. Name-dropping. This cue is virtually fail-proof. You show me a candidate who does a lot of name-dropping in an interview, or who boasts about some “prestigious” connection they have, and I’ll show you a classic narcissist looking to their affiliation with status symbols as some bizarre external validation. 4. Dogma and superiority. Another fail-proof cue. As mentioned, narcissists believe they have intellectually “arrived” on whatever their subject matter expertise is (regardless of what measure of expertise it might be) and that everyone around them is some breed of bumbling lesser-evolved idiot. Listen closely for opinions presented in condescending, overly animated tones and as unchallengeable truths. Don’t be charmed, don’t be fooled. A narcissist in any organization is a nightmare and a culture killer. Avoid them at all costs. No matter how affable and charismatic the candidate may be, keep your guard up and your eyes peeled by knowing these four reliable cues and by asking the kinds of probing questions that can remove the veneer and dig deeper into the candidate’s true experiences, motivations, and attitudes. Jeremy Clarke is chief operations officer at Zweig Group and the CEO of Emissary Recruiting Solutions. Contact him at jclarke@zweiggroup.com .

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THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

OPINION

Win themes with a capital L

A ll too often, we hear about the importance of win themes, but rarely do we consider how they could actually undermine our chances of securing the next big win. I’m talking “lose themes” and how some teams manage to accomplish the opposite of what’s intended with their win strategy. Win themes should tell a compelling story about why your firm should win a client’s work, but without the right strategy they can inadvertently lose you the deal.

Mercedez Thompson

How does this happen? Let’s begin by defining win themes, a term we all use, some quite differently than others. In my experience, client-facing and technical teams tend to take liberties with sales and marketing terminology. According to the Association of Proposal Management Professionals (APMP), win themes are the components of a win strategy that are reinforced throughout a proposal and consist of a feature, a benefit, and a corresponding proof point. When I define win themes for my own teams, I say I’m referring to three or four benefit-focused statements that transcend the entire proposal and clearly articulate the value our firm brings. These are the key messages, repeated consistently, that help the evaluator justify giving you the work. In even simpler terms, it’s your “Why Us?”

If that’s the intention, then how do win themes end up inadvertently losing a deal? ■ You try to say everything. The quickest way to dilute a message is to cover too much ground. When you have seven or 10 or even more win themes, you fail to convey a clear and concise winning message. Or, when you have only three win themes, but each contains three complex ideas, you confuse your reader and diminish the impact. The key to strong win themes is being selective and deliberate. Instead of overwhelming your audience with an abundance of themes or lengthy complex themes, focus on a few key points that are most relevant and compelling. By

See MERCEDEZ THOMPSON , page 4

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

■ You underestimate the value of proofs. What’s the number one thing I look for when choosing a service? Reviews. Not just the score but how many reviews as well. Proofs are critical for qualifications because they offer concrete examples that the client can trust us. Your credibility comes from real-world past projects, achievements, or problem-solving abilities. Proofs provide evidence of a person or organization’s credibility and track record, instilling confidence in prospective clients and partners. Nobody wants to be an experiment, especially when significant amounts of cash are involved. I think teams know this, but they wait for the section of the proposal that specifically asks for case studies or project sheets. This is a missed opportunity because building trust and confidence should be a goal of every single page of your proposal. Think about ways you can incorporate proofs or highlight relevant challenges you overcame for other clients throughout the proposal, in your understanding, technical approach, resumes, everywhere. ■ You are reluctant to ghost the competition. I get it, nobody wants to be the trash talker. Why waste time badmouthing your opponent when you could emphasize the value you bring? Here’s the thing: when done correctly and professionally, ghosting allows you to highlight a competitor weakness and showcase why your solution is superior. Ghosting is a technique proposal professionals use to downplay the strengths and highlight the weaknesses of a competitor. This is actually the “O” (for opportunities) in a SWOT analysis, which allows you to address competitive positioning and identify the outcomes needed to develop a compelling proposal response that wins the business. It means casting doubt on the viability of a competitor’s approach; it does not mean naming that competitor or engaging in any derogatory remarks. When I realize a team is reluctant to talk about how we can ghost the competition, I often pose a question. If we truly consider ourselves a partner of the client, wouldn’t it be unethical to withhold information about flawed approaches or solutions that may not be the best fit for them? Assessing the external environment and articulating the risks associated with alternative solutions or approaches is an integral part of winning work. Win themes are essential to translate your positioning and capture planning into your proposal document and to tell a compelling story about why you should win the work. However, it is crucial to use win themes in a manner that actually contributes to your success. Mercedez Thompson has 11 years’ experience in professional marketing services. As a pursuit manager at PwC, Mercedez collaborates with thought leaders, marketing and sales staff, and client services personnel to develop the firm’s most strategic proposals. She was a 2022 APMP 40 Under 40 Winner. Connect with her on LinkedIn.

MERCEDEZ THOMPSON , from page 3

narrowing down the number of win themes and keeping it simple, you can craft a concise and targeted message that resonates with your audience. Later, when your readers are discussing your proposal with other key decision makers, they’ll be able to articulate your strengths and justify awarding you the contract. ■ You rely on technical jargon or consultant speak . While it’s important to show your knowledge of the industry, win themes full of buzzwords and specialized acronyms lack clarity, are overly abstract, and are ultimately difficult to read. Resist the urge to show off your knowledge with technical yet vague words and avoid the pitfall of confusing your reader or, worse, making them feel stupid. Instead of showcasing your expertise with esoteric language, it is more effective to focus on conveying your ideas simply and concisely. Use language that is accessible to your readers, so that your win themes are easily understood by both industry experts and those who may be less familiar with the technical aspects. Remember, the goal is to engage and persuade your readers, some of whom will not be technical specialists. “Win themes are the key messages, repeated consistently, that help the evaluator justify giving you the work. In even simpler terms, it’s your ‘Why Us?’” ■ You avoid getting into the specifics. The other side of the coin, so to speak, are win themes that avoid client- specific details and end up sounding like boilerplate or empty sales language. If your win theme could be moved to another proposal with little to no editing, it’s not a true win theme. At best, it’s a sales pitch. And I’ve got bad news: clients can see through empty sales language. Refer to the definition above: a win theme should be tailored to the specific needs and requirements of the proposal at hand. It should reflect a deep understanding of the client’s challenges and showcase how your unique offerings provide solutions. By avoiding generic and interchangeable win themes, you ensure that your proposal stands out and demonstrates your commitment to addressing the client’s specific concerns. I see this mistake most often with the specific benefits of our proposed solution. For whatever reason, teams are hesitant to be specific about the value we will bring clients. This is a mistake. Imagine being a key decision maker and weighing two proposals against one another: one tells you what you’re going to get, the other does not. I understand the risk of overpromising, but this is an easy misstep to avoid: if you’re not sure if you’ll really save the client four whole weeks, that’s fine, say your solution will save approximately three to four weeks. Remember, the goal is to provide a compelling and convincing argument that sets your proposal apart from the competition and showcases your firm’s ability to deliver real results.

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

FROM THE FOUNDER

H aving outside directors for your privately-held AEC firm is one of the best ways to get the expertise and tap into relationships of people you could never employ on a full-time basis for a fraction of what they would cost you if they were full-time employees. Effective outside directors provide expertise and valuable relationships, enhancing AEC firm success with strategic guidance and forward-focused leadership. The best outside director experiences

I have served on boards of directors (BODs) of firms with former chairpersons and CEOs of some of the largest and most successful companies in this business, as well as entrepreneurial firm founders, other entrepreneurs, former top regulators, high level people from client organizations of the company whose BOD I was on, and top people from seemingly unrelated industries who brought unique perspectives to the issues that the firm was facing. When I think back on all of the boards of directors I have served on – whether that was as a voting BOD member or simply an advisor member – sometimes I was used effectively and other times I was not. Let’s take a look at some of the defining characteristics of the BEST of those experiences: 1. We had a chance to participate in setting the agenda. The best scenarios always gave each of us BOD members a look at the draft agenda and solicited our opinions for additions to that. If

we felt something was important it was usually added. It was never ignored or summarily dismissed. 2. During the meetings, we stuck to the agenda and started and stopped on time as planned. Everyone on the BOD is busy and has travel schedules and other meetings to attend, so our time was respected. The chairperson keeps the meeting on track. 3. We did not get sucked into discussions of stuff that was really part of day-to-day management. I have certainly experienced too much of that in many cases, as BODs of firms are usually dominated by insiders who are active managers of the firm. But again, if the chairperson is doing their job properly, these detours are minimized.

Mark Zweig

See MARK ZWEIG , page 6

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

BUSINESS NEWS AECOM APPOINTED TO SOUTHERN WATER’S PROFESSIONAL SERVICES FRAMEWORK AECOM, the world’s trusted infrastructure consulting firm, has been appointed by Southern Water, a major U.K. water utility, to deliver asset management, program and project management services on its Professional Services Framework. The company has been appointed to two lots on the Framework, which will realize Southern Water’s largest and most ambitious business plan to date in preparation for the U.K.’s Asset Management Plan Period 8 regulatory period from 2025-2030. “We’re excited to support Southern Water’s next generation of infrastructure investments, extending our role as a key enabler of utilities’ expected substantial growth in AMP8 investments,” said Beverley Stinson, chief executive of AECOM’s global Water business. “Through our number one-ranked global Water capabilities, we’re well positioned to deliver sustainable solutions that help Southern Water achieve its business, customer and environmental outcomes in the AMP8 period and beyond.”

Southern Water’s business plan will address AMP8 provisions aimed at improving efficiency and mitigate supply chain risk, and will focus on water resilience, wastewater treatment, customer service, and environmental protection and enhancement. Overall, AECOM will support Southern Water with strategy & planning, asset information management including data visualisation and digital tools, asset intelligence including modelling and geospatial analysis, as well as technical services and system monitoring. Under Lot 1 of the Framework, AECOM will deliver asset management and advisory services for a period of five years, collaborating with its sub-consultant partners Arcadis and AliumBlue. Under Lot 2 of the Framework, AECOM will provide PMO, program and project management services, as well as supporting technology insight to drive capability and efficiency. “We are excited to utilize our global and local expertise to meet Southern Water’s comprehensive plan for AMP8 compliance,” said Colin Wood, chief

executive of AECOM’s Europe and India region. “Our technical experts continue to play a critical role in delivering the world’s largest water programs, and their track record of timely, effective implementation of state-of-the-art treatment technologies sets us apart as a valued delivery partner.” As one of England’s largest water utilities and a key water supplier for much of South East England, Southern Water delivers 535 million liters of drinking water daily and treats and recycles 1,371 million liters of wastewater daily at 368 treatment works. AECOM’s appointment by Southern Water follows an extensive pipeline of work for the AMP8 across the UK water market, delivering a broad range of capabilities including asset management, design, environment and sustainability, digital, and programme cost and commercial services. AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management.

8. The meetings were focused more on future plans and actions versus what has happened in the past. Again – why have a BOD if all it does is look in the rearview mirror? The point is to help steer the firm in a positive direction for the future – not beat on management for past mistakes. 9. We had someone there who was a great note-taker who accurately documented everything. Nothing is worse than spending four to eight hours in a meeting and making decisions with no notes documenting any of that. The note-keeper is typically one of the directors or someone else brought in just to take notes. 10. Management did a good job communicating what happened at the BOD meeting to the rest of the owners and employees. This is a really important step because after these meetings everyone tends to be either curious or fearful of what happened at them. Communicating quickly and clearly to all employees and other owners is the way to address this common situation. Using your outside directors to their fullest potential is just smart. How do you feel your firm stacks up on my 10 points above? If not so well, make changes! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .

MARK ZWEIG , from page 5

4. We got the financials at least five days before the BOD meeting and then didn’t waste a lot of time on them at the meeting. Bad BOD meetings are where the majority of time is spent reviewing the details of the firm’s financials. Good meetings have a time to deal with questions but don’t drag everyone through a line-by-line review. 5. I was in constant communication with the CEO and some or all of the other BOD members between the meetings. There was a lot of banter or chatter that kept us all engaged and helped form relationships. This kind of between-the-meeting dialogue is essential to getting the most from a firm’s outside directors as they feel more like a part of the business. 6. I was listened to and not expected to rubber stamp decisions already made before the actual meeting. No one gets their way every time and I certainly understand that. But on the other hand if you are never listened to, why should you waste your valuable time there, either? On the few occasions I found myself in that position, I resigned or pulled myself out of contention for reelection. 7. I was part of a group of people with wide-ranging backgrounds and experience who were open to hearing what others had to say. That openness and creativity is energizing and helps keep your outside directors learning and interested in your business.

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

OPINION

Protect against frivolous lawsuits

Including certificates of merit in contracts protects AEC firms and strengthens legal defenses against unsubstantiated claims.

A s they look for ways to protect themselves from unsubstantiated litigation, design professionals should become familiar with the benefits of certificates of merit. Originating in the aftermath of the medical tort reform movement that began decades ago, certificate-of-merit legislation as it applies to design professionals was implemented to deter frivolous legal actions.

Lauren Martin

At present, certificate-of-merit legislation applicable to design professionals has been enacted in 14 states: Arizona, California, Colorado, Georgia, Hawaii, Kansas, Maryland, Minnesota, Nevada, New Jersey, Oregon, Pennsylvania, South Carolina, and Texas. That stated, the actual statutes vary dramatically from one state to another. For instance, California, Arizona, Colorado, Hawaii, Minnesota, Oregon, and Pennsylvania have weaker requirements than some other states, including Texas. The penalties for failing to file an appropriate certificate of merit are wide-ranging as well. So, if such a statute exists in a state where you practice, make sure you’re familiar with that state’s requirements.

Across the country, professional associations have been actively lobbying for passage of similar legislation in some states that lack these statutes. Meanwhile, until new laws are passed, you can take matters into your own hands by discussing with your lawyer the benefits of adding a requirement for a certificate of merit to your contracts. In states, such as Maryland, which has this legislation, the impact appears to discourage frivolous claims – particularly by third parties in cases involving bodily injuries and property damage where plaintiff attorneys have used a “shotgun” approach to filing lawsuits. In effect, they’ll file suits against multiple parties and sort it out later. Given that impact alone, it makes

See LAUREN MARTIN , page 8

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

A well-written certificate-of-merit clause can also help a professional evaluate their potential exposure earlier in the process; that’s because it typically requires specificity regarding any allegations related to your professional performance. These insights enable you to make an educated decision earlier in the process as to whether you should attempt to negotiate a settlement sooner rather than later, thereby avoiding what may become expensive legal fees. They also provide you and your counsel with a road map to mount an effective defense. So, if you are updating or drafting general condition, be sure to talk with your lawyer about including a certificate-of-merit clause. The clause should require someone practicing in the same discipline who is licensed in the state where the claim arises. It also should require specificity as to each act or omission the certifier believes violates the standard of care. The clause should include timeframes for the presentation of the certification relative to the filing of any claim or initiation of any legal proceeding. In the unlikely situation that the client rejects the inclusion of this provision in a contract, you will at least gain some valuable insights about the client’s (or their lawyer’s) mindset. You can then take that into account in determining whether it’s worthwhile to take on the project. Lauren Martin is a risk manager and claims specialist at Ames & Gough. She can be reached at lmartin@amesgough.com.

LAUREN MARTIN , from page 7

sense for design professionals to support their associations’ efforts to lobby for certificate-of-merit legislation. Indeed, when it comes to restricting the plaintiff bar’s ability to bring frivolous and unsubstantiated legal actions, every little bit helps. “Originating in the aftermath of the medical tort reform movement that began decades ago, certificate-of- merit legislation as it applies to design professionals was implemented to deter frivolous legal actions.” Additionally, there is a significant potential benefit to include a certificate-of-merit clause to your contract. It can discourage clients from withholding fees, particularly if the clauses are coupled with a provision that entitles collection of attorney fees – but only related to fee collection claims, as prevailing party clauses are not covered by professional liability insurance policies. Not only that, it also can prevent clients from adopting spurious arguments from other participants (notably contractors) on the project without giving it sufficient thought, spending money up-front, and getting a written opinion from another design professional in a similar situation.

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

OPINION

Committees are an efficient way for young professionals and newer employees to meet other team members and develop a strong connection to their organization. Employee committees for engagement

E mployees in our industry are constantly finding a balance between their billable and non-billable work, which can sometimes feel overwhelming. There are many rewarding ways to use non-billable time, such as training, team meetings, and business development. Equally important is using some of this time to get involved in a company committee, and managers should support and encourage interested employees to get involved in a way that is meaningful to them. Committees are an efficient way for young professionals and newer employees to meet other team members and develop a strong connection to their organization.

Lalitha Benjaram, EIT

This participation benefits both the employee and company in many ways, including: 1. Increased employee engagement and sense of purpose. Active employee participation in committees creates a sense of ownership and belonging. This increased engagement means that employees are more committed to their work and the success of the organization, leading to higher morale and job satisfaction. A recent study conducted by Deloitte shows that nearly 90 percent of Gen Z and millennials view meaningful and purposeful work as vital

to their job satisfaction. They are not willing to settle for an organization or day-to-day that they are not passionate about. Finding purpose in a company committee to drive change within the organization or industry is a great way to supplement project work or meet this need in the early stages of their career when they are finding their specialty. 2. Development of leadership skills. Most of our firms are working to increase the visible and

See LALITHA BENJARAM , page 10

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

ON THE MOVE PROJECT ARCHITECT L. LORRAINE JACKSON REJOINS KAI IN DALLAS- FORT WORTH, TX OFFICE KAI has announced the rehiring of L. Lorraine Jackson, AIA, RID, NOMA as a project architect at its Dallas-Fort Worth, Texas, office. Jackson previously worked for KAI as a project architect from June 2018 to January 2023. As a KAI project architect, Jackson is poised to elevate the company’s design standards to new heights. Her visionary approach aims to enhance internal design processes and overall product quality. With a passion for innovation and excellence, Jackson will foster a spirit of collaboration among the entire project team, both internal and external. She is dedicated to leveraging industry best practices and maximizing the use of all available resources, ensuring that every project not only meets but exceeds expectations. Jackson’s commitment to delivering outstanding results aims to help KAI achieve remarkable design outcomes, all while maintaining a steadfast commitment to budget, time, and quality standards. “KAI is thrilled to have Raine return to KAI

after a brief time away,” said KAI Managing Partner Brad Simmons, FAIA. “Raine is an experienced architect with a passion for community projects. During her previous years with KAI, she was a valuable member of our Design practice in DFW, showcasing her talent and flexibility on an impressive range of project types. Raine’s return to KAI as project architect is a terrific example of a talented and respected team member ‘coming home’ to take on a larger leadership role in our rapidly growing DFW Design practice.” Jackson is a dynamic, Texas-registered architect and interior designer with over 14 years of experience. Her impressive career design portfolio includes the new H.S. Thompson Elementary School, South Oak Cliff High School and H.I. Holland Lisbon Elementary School in the Dallas Independent School District; renovations to Sam Houston High School in the San Antonio Independent School District; and new McCowan Recreation and Aquatics Center in Desoto, Texas. Jackson is a graduate of Kansas State University’s College of Architecture, Planning, & Design where she received a master’s degree in architecture. She

also has advanced knowledge of many graphic communication programs, including Microsoft Office programs, Adobe Creative Suites, AutoCAD, REVIT, SketchUp Pro, SU Podium, and more. She is a member of the National Organization of Minority Architects and sits on the board of the Dallas-Fort Worth Chapter. She was also named recipient of a DFW NOMA Young Leader Award. She works to inspire change as the IMPACT Award Co-chair on the board of the North Texas Chapter of the Association for Learning Environments (A4LE). She is also a member of the American Institute of Architects (AIA) and an AIA Dallas 2021 Emerging Leaders Program graduate. An award-winning designer, her work on the Dallas County South Government Center was featured in the Beyond the Build Environment SAY IT LOUD(er) exhibition in collaboration with AIA San Antonio, Women in Architecture. Beyond the office, she is the owner and lead artist at WanderBrush Studio, a traveling Paint & Sip Studio in the Dallas area which allows her to combine her passion for people, art and entrepreneurship.

Now let’s examine the role that managers play. Manager and organizational support for employees who want to be involved in company committees is essential. Managers can support their employees by having open conversations with them about their interests and goals. Remind them of the different ways they can participate in the company and follow their passion. Work with employees to understand how joining a company committee can be balanced with their workload – some committees may only require one hour of dedicated time per month and still providing the benefits described above. In summary, participation in company committees strengthens an employees’ engagement, sense of belonging, and innovation. It can also help employees develop their leadership skills and diversify the pool of employees who are developing leadership skills and good candidates for promotions. Manger support is key. While it can be difficult to balance typical job duties with committee involvement and other non-billable tasks, the benefits to the employee and organization are worth it. Lalitha Benjaram, EIT is diversity and inclusion program manager at Mead & Hunt. Contact her at lalitha.benjaram@ meadhunt.com.

LALITHA BENJARAM , from page 9

invisible diversity of our leadership teams. Committees provide an opportunity for employees of different backgrounds to gain leadership skills and experience, which in turn makes them strong candidates for promotions. These leadership skills will also directly benefit their performance as part of project teams. 3. Building strong relationships. Company committees provide opportunities for employees to collaborate across disciplines and locations to build relationships. These connections are especially critical for employees who work remotely and/or identify as underrepresented groups in our industry; having a support network can make the difference between navigating challenging situations and leaving the company or industry altogether. Strong peer connections also lead to overall job satisfaction and informal mentor/mentee relationships. 4. Increased productivity, innovation, and growth. Engaged employees feel included and know they are contributing to the direction of the company. Employees that feel engaged and valued are also more productive. When they feel heard, appreciated, and connected to the organization they put in extra effort to achieve project and organizational objectives. Company committees can foster innovation by encouraging creative thinking and problem solving.

THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549

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