TZL 1574 (web)

BUSINESS NEWS FRONTIER-KEMPER-TUTOR PERINI JOINT VENTURE AWARDED $1.18 BILLION MANHATTAN TUNNEL PROJECT Tutor Perini Corporation, a leading civil, building and specialty construction company, announced that a joint venture between Tutor Perini and its subsidiary, Frontier-Kemper Constructors, has been awarded a design-build contract valued at approximately $1.18 billion by the Gateway Development Commission for the Manhattan Tunnel Project, a

component of the Hudson Tunnel Project. The HTP is a resiliency and reliability project to build two new passenger rail tracks between New York and New Jersey and rehabilitate the century- old North River Tunnel, which was badly damaged during Superstorm Sandy. The Manhattan Tunnel Project scope of work entails the design and construction of twin 30-foot diameter tunnels approximately 700 feet in length

beneath the eastern shore of the Hudson River to existing cut-and-cover tunnels beneath Hudson Yards, along with an access shaft at 12th Avenue and the Manhattan West Side Highway, which will later become a ventilation facility for the tunnels. Work is expected to begin in the spring of 2025 with substantial completion anticipated in 2029. The contract value is expected to be added to Tutor Perini’s backlog in the first quarter of 2025.

don’t exist to “maximize profit in the current quarter,” but rather to serve their customers in a way that uniquely meets their needs and leans into personal connection and relationships to drive value. Mass layoffs remove those value drivers from the company, likely leaving both you and your client worse off than before. ■ Proactive communication. Host an “all hands” meeting to outline the challenge and invite input, demonstrating vulnerability and fostering trust. When bad things happen, the team is likely already aware, so discussing it openly and with candor lets everyone know that you’re aware of the problem and committed to solving it. Engage a broader audience in finding other clients and projects to pursue to help back-fill the lost revenue; they’ll be more willing to be part of the solution if you’re clear about the problem. ■ Taking ownership. Even with an engaged team eager to solve the issues, it’s very likely that some pain will be felt. In a purpose driven organization, leaders need to own the consequence first. Before removing good people from the organization or asking them to take pay cuts, leaders of the firm must be willing to step up and go first, sacrificing in the short-term for the long-term health of the company. To quote Sinek yet again, from his book Leaders Eat Last : “Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.” This approach not only mitigates fear but also channels energy into purposeful action. TURNING TURBULENCE INTO OPPORTUNITY. Leading with purpose doesn’t mean having all the answers – it means having clarity on what truly matters. By staying grounded in core values, fostering trust, and empowering others, leaders can transform uncertainty into an opportunity for growth. Success is not about winning today but building a legacy that lasts. In the end, professional service firms that lead with purpose aren’t just weathering the storm – they’re charting a new course, one guided by vision, trust, and the steadfast belief that uncertainty is a chance to innovate, connect, and excel. Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com.

MORGAN STINSON, from page 7

During periods of uncertainty, reconnect with your firm’s purpose. Ask yourself: Why does this organization exist? In The Infinite Game , Sinek reminds us that leaders playing the infinite game focus on building lasting impact rather than short-term wins. Aligning decisions with the overarching purpose ensures every move strengthens the long-term viability of your firm. ■ Foster trust through vulnerability. Brené Brown’s Dare to Lead highlights the importance of vulnerability in leadership. During uncertain times, transparent communication builds trust. Share not only your vision but also your concerns and uncertainties. This openness fosters psychological safety, inviting your team to join you in solving the problems your organization faces. There’s an African proverb that states, “If you want to go fast, go alone; if you want to go far, go together.” Transparent communication about your purpose, values, and challenges can rally others to the cause. ■ Take extreme ownership. Getting buy-in and engagement from the team to join you in the journey does not absolve leaders of their responsibility for the outcomes. In their book Extreme Ownership , Jocko Willink and Leif Babin relay lessons learned from their decorated military careers serving as Navy Seals. They assert that leaders must take full responsibility for their team’s success and failure. In uncertain times, this means stepping up, making tough decisions, and ensuring alignment across all levels of the organization. By owning the mission and removing obstacles, leaders empower their teams to execute with confidence. CASE STUDY: LEADING WITH PURPOSE. What might this look like in practice? Let’s take the example of a professional service firm navigating a sudden change that upends a significant portion of its revenue. Maybe a key client has decided to put a major project on hold, or a public sector entity has had its budget slashed and can no longer roll out the full portfolio of project opportunities. The firm’s leaders could panic, reactively reducing headcount through layoffs or furloughs (as often seen in large, publicly traded companies). Alternatively, a purpose-driven approach might look like this: ■ Reenforcing purpose. Remind everyone why you exist, and the values by which you operate. Most companies

THE ZWEIG LETTER FEBRUARY 24, 2025, ISSUE 1574

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