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ON THE MOVE STV WELCOMES NEW CHIEF HUMAN RESOURCES OFFICER Sonja Glatzhofer, a veteran human resources leader with nearly 30 years of experience representing a wide range of market sectors, has joined STV as vice president and chief human resources officer. She will be based in the firm’s New York office and report directly to Milo Riverso, Ph.D., P.E., CCM, STV president and chief executive officer. ”Sonja has a long-standing track record of success in human resources and is a great addition to the STV family,” Riverso said. “Her experience in overseeing and implementing ambitious programs relating to succession planning, engagement, performance, and compensation will go a long way in supporting
STV’s diverse and ever-growing employee team.” Before joining STV, Glatzhofer was with a large multi-national engineering and construction firm with offices in 25 countries, as the vice president of human resources for its $8 billion construction services division. In that role, she spearheaded all human resources initiatives. Prior to that, she was with a leading construction and project management firm, where she led the integration and transformation of HR services for a new construction services business line. Additionally, Glatzhofer has held a variety of management roles in finance and insurance, executing both human resources start-up
functions and full redesigns of the human resources functions. Glatzhofer holds a master’s degree in human resources management from Northeastern University and a bachelor’s degree in psychology from the University of Connecticut. Founded more than 100 years ago, STV is a leader in providing engineering, architectural, planning, environmental, and construction management services for transportation systems, infrastructure, buildings, energy, and other facilities. The firm is ranked No. 32 in Engineering News-Record ’s Top 500 Design Firms survey and is No. 12 in its bridges category. STV is 100 percent employee owned.
is a long-term game that we are all hoping to be involved in for some time. Given that, here are a couple of steps you can take right away to help inculcate these qualities in you. 1) Build a routine that allows you to learn, reflect, gather feed- back, exercise, and operate at the highest level of excellence in your daily work environment. Something you consistently follow. For me, I have several routines throughout the day. Outside of some of the topics we’ve discussed so far, I have three pillars – faith, family, and fitness – which, if not in alignment, do not allow me to operate optimally in my profes- sional life. 2) Develop a method that allows you to improve on moral and character issues. Benjamin Franklin was notorious for de- veloping methods for self-betterment. He actually created a calendar of virtues, seeking to wipe out his tendency toward wrongdoing. You can find this online. He also kept a journal that allowed him to track progress. This isn’t going to happen overnight. This is a constant journey that promotes complete dedication to excellence in your professional life. As Jocko Willink says in his book Extreme Ownership , discipline equals freedom. It is a great concept. Don’t try to do everything at once. Slowly integrate new habits and new routines into your life. Discipline is key though. Willpower or motivation is not enough. Take these thoughts and suggestions to heart, and the probability is pretty good you will be very successful in your career and likely make it to the principal/ownership level. PHIL KEIL is director of strategy services at Zweig Group. Contact him at pkeil@zweiggroup.com. “Slowly integrate new habits and new routines into your life. Discipline is key. Willpower or motivation is not enough. Take these thoughts and suggestions to heart, and the probability is pretty good you will be very successful in your career and likely make it to the principal/ ownership level.”
PHIL KEIL, from page 3
fulfilled a purpose. A human’s purpose is to act with right reason which makes us unique. George Washington stated “the consideration that human happiness and moral duty are inseparably connected.” Austrian psychiatrist Victor Frankl wrote in his memoir about surviving the Holocaust, “woe to him who saw no more sense in his life, no aim, no purpose, and therefore no point in carrying on. He was soon lost.” This isn’t merely subjective but backed up by evidence and several studies like the one at the University of Carleton in Canada which found those who reported a strong purpose in life at the outset of the study were 15 percent more likely to be alive than those who did not for every age group. A study of 951 patients with dementia found those who felt a sense of purpose were 2.4 times less likely to develop Alzheimer’s than others. This has been replicated over and over again so I won’t belabor the point. Needless to say, I’d hire a person who’s taken the time to figure out who they are, who acts with moral purpose, and who has the kind of character that aligns with my firm, over someone with an excellent skill set, on paper, any day of the week. “Making a commitment to mastery and excellence will make your life a lot simpler. It will take away excuses and reasons for your leadership to doubt you. Filter your actions through a personally driven mission, vision, and value lens.” Assuming eight hours of sleep for each of us, that leaves us with 16 hours a day which requires just about all our waking hours be directed toward activities that help us become professionally and personally better. The goal is to achieve mastery. This isn’t working constantly for 16 hours a day. That is simply impossible. It is, however, aligning all of our activities and actions toward this goal. Leaders are readers and this is a part of your development. Developing yourself physically is also key. It will help your cognition, it will help you perform at a higher level, and let’s face it, this
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THE ZWEIG LETTER July 8, 2019, ISSUE 1303
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