TZL 1321

T R E N D L I N E S N o v e m b e r 1 8 , 2 0 1 9 , I s s u e 1 3 2 1 W W W . T H E Z W E I G L E T T E R . C O M

Work-in-progress turnover

If you’re struggling to build a productive team, it might be time to take a long look in the mirror. It’s not the people, it’s you

Zweig Group’s 2019 Financial Performance Survey of AEC Firms analyzes annual trends for a variety of key financial metrics. One interesting trend is seen in the work in progress turnover metric, which is the number of days it takes to convert unbilled labor into accounts receivable. In the last three years, WIP turnover among AEC firms has steadily increased year- over-year from 13 to 18 days. This is a critical topic to discuss within a firm’s invoicing practices to improve cash flow and better position themselves to invest in their operations. Participate in a survey and save $320 on any Zweig Group research publication. Visit bit.ly/TZLsp to learn more. F I R M I N D E X CHA Architecture....................................2 CHA Consulting, Inc. ..............................2 Dewberry..............................................10 HILGARTWILSON ..................................6 HP Engineering, Inc. .............................10 Jones|Carter ...........................................8 JQ Engineering .....................................10 Latitude 33 Planning & Engineering......... 4 PDT Architects .......................................2 Project Design Consultants..................... 4 SINGH + Associates, Inc. ....................... 4 MO R E A R T I C L E S xz MARK ZWEIG : Be a better leader today Page 3 xz Partnership: Ron Hilgart & Darrell Wilson Page 6 xz BRANDON PINKERTON : Core values Page 9 xz PETER ATHERTON : Reaching our personal peak (Part 3) Page 11

I f you’re not getting what you want or need out of your people, the problem is likely not with them, but with you. When was the last time you truly looked at yourself in the mirror and questioned who you are? In this industry, or in any industry, where we are reliant upon the relationships and trust that are formed, too few of our so-called leaders step up to the responsibility that comes along with leadership. I travel around the U.S. and Canada helping to design strategies for AEC firms, speaking about project management and leadership, and coaching executives in any number of challenges. You hear various iterations of the same topics. I’m asked, “How do I get the best out of my people?” like they are trying to wring a towel. Th ey say things like, “We just have to get the right people on the bus/ team,” like you can simply go about hiring and firing individuals to create the culture you are looking for. It’s as if we are searching for that perfect person who will present themselves with exactly the right amount of work ethic, motivation, skill set, and attitude. Oh, and then there is the millennial problem. Apparently, they are all unleadable. If we feel that way now, how will we react to the iGen? Maybe the problem isn’t an entire generation. Maybe the problem is you. I challenge us all to take ownership of this problem and what our responsibility is to our people. As a leader, you are less accountable for projects and clients and more responsible for the people who take care of those things. You are responsible for creating a culture and environment where those people can thrive. We should be asking the question, “What can I do to help my team perform at their natural best,” or perhaps even better, simply, “How can I help?” Trust is of paramount importance, yet I still hear leaders discount this with their words and in their actions. You cannot possibly expect exceptional performance, innovation, or service without building trust. Why does it seem like everyone is clocking out as soon as they hit their 40 hours for the week? Again, look at yourself, the leadership you are modeling, and the environment you are creating. So, where do you start? It can be di ffi cult to take a true assessment of who you are and how you operate without bias or without coming up with a rationalization for why it had to happen that way. Th is is the first step. Luckily, there are many tools out there to help you with this, such as StrengthsFinder 2.0 , 16personalities, or DISC. Th ese can act as a good starting point for you and your team but should not be utilized as a substitute for deep introspection. Once you’ve taken account of where you stand today, write down – yes, write – the qualities and skill sets that you are lacking so you can

Phil Keil

See PHIL KEIL, page 2

T H E V O I C E O F R E A S O N F O R A E C F I R M S & M A N A G E M E N T C O N S U L TA N T S

BUSINESS NEWS PDT ARCHITECTS IS NOW CHA ARCHITECTURE, P.C. CHA Consulting, Inc. , a highly diversified, full- service consulting engineering firm, announced that its affiliate, PDT Architects , has rebranded as CHA Architecture . CHA’s award-winning, full-service architecture arm has also launched a new website at chaarchitecture.com. PDT Architects was acquired by CHA Consulting, Inc. in 2017. The name change and rebranding is intended to further reinforce to the market the full-service capabilities CHA can now offer to its clients. This branding change completes the full integration of the companies and aligns the architecture studio with the CHA brand. CHA Architecture’s highly creative staff will continue to serve its clients with excellent design services, and will also offer the resources of a large, full-service engineering firm to meet its clients’ many needs. “Our team is inspired by our new name and redesigned website,” said Brian Curley, CHA Architecture’s lead. “This branding and alignment with CHA will support our team’s approach to serving clients with extensive resources from across all of CHA and throughout CHA’s entire geographic footprint.” “Branding our outstanding architecture team under CHA reaffirms our aspiration to elate our clients by offering them a truly one-stop-shop for all their design needs,” said Michael Carroll, CHA’s president and CEO. “Under our stronger, united brand and integrated service portfolio, we will continue to responsibly improve the world we live in.” “The rebranding of our architecture organization to fully integrate with CHA provides clarity to the market that we are one team united in our commitment to providing quality services that aim to exceed our clients’ expectations,” said Chief Strategy Officer Jim Stephenson. CHA Architecture’s new website was redesigned to showcase CHA’s focus on

architecture and its talented staff and their passion for great design that improves the built environment. The new website includes resources for clients and potential clients, including photos of many of the buildings and spaces the team has designed. The website also provides information about career opportunities available at CHA Architecture and throughout all of CHA. CHA Architecture specializes in the design of sustainable, high performance buildings in the education, health care, multi-family housing, office/corporate, state/municipal, and historic preservation sectors. Founded in Portland, Maine, in 1977 as Portland Design Team and later known as PDT Architects, CHA Architecture has built its core practice around the idea of creative discovery and continuous learning blended with the science and technology of the built environment. CHA Consulting, Inc. is a highly diversified, full- service engineering consulting firm which, along with its subsidiaries, provides a wide range of technology-enhanced planning and design services to public, private and institutional clients. CHA was ranked the 37th largest pure design firm in the United States in 2019 by Engineering News Record . With technical personnel and offices throughout the United States and Canada, CHA offers engineering, architectural, survey, construction, and other services necessary to complete projects on time and within budget. The CHA Companies include: CHA Consulting, Inc., CHA Tech Services, CHA Canada, Novara GeoSolutions, American Fire, CHA Architecture, Wolverton & Associates, and Daedalus Projects, Inc.

The Principals Academy ZWEIG GROUP’S FLAGSHIP

TRAINING PROGRAM FOR FIRM LEADERS

Elevate your ability to lead and grow your firm at this impactful two-day program designed to inspire and inform existing and emerging firm leaders in key areas such as: leadership, financial management, recruiting, marketing/business development, and project management.

http://bit.ly/PrincipalsAcademy

1200 North College Ave. Fayetteville, AR 72703 Chad Clinehens | Publisher cclinehens@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

PHIL KEIL, from page 1

map out a plan on how to improve. Th ere are a number of leadership styles and there is not a perfect one for every situation. I’m not talking about styles, though. I’m speaking of who you are at your core. Th at is something that is much harder to change, but it can be done. Start with qualities like trust, integrity, commitment, and empathy. Th en, look at skill sets that a ff ect environmental or behavioral things like communication, decision-making, inspiration, creativity, or accountability. My final challenge to you is this: Elevate your thoughts and actions. Take the time to look inwardly and examine who you are and why you do what you do. With rare exceptions, everyone comes to work every day striving for success. Everyone wants to feel fulfilled and desires professional satisfaction. Let’s challenge ourselves to buck the precepts of how things have always been done. We are the leaders now and it’s up to us to define how we’d like to lead so that we can create a legacy where the industry, and more importantly the people within it, can serve at the highest level. PHIL KEIL is director of strategy services at Zweig Group. Contact him at pkeil@zweiggroup.com.

Tel: 800-466-6275 Fax: 800-842-1560

Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe © Copyright 2019, Zweig Group. All rights reserved.

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

O P I N I O N

Be a better leader today

“Doing these 20 things will only make you more effective and your company more successful. And none of them are difficult, so go to it!”

W e all know leadership is extremely critical to organizational success. It’s the “secret sauce” that makes everything work and supercharges productivity in an AEC firm, where people are everything and their time is all you have to sell.

Here are 20 things you can do TODAY to make you a more e ff ective leader: 1) Say “good morning” in a cheerful way to every single employee you see between your car and your o ffi ce. 2) Ask someone you wouldn’t normally ask how their weekend was and listen to them. 3) Announce at the beginning of any internal meeting you are running today that you will restrict its length to either 15 or 30 minutes – max – and then actually do that. 4) Get up and walk around the o ffi ce. Talk to everyone you see, especially those at a lower level in the organization. 5) Smile more than you normally would. It will make you and everyone around you happier. 6) Don’t tell anyone how busy you are. Instead,

act calm and encourage them to tell you their problems. 7) When anyone asks anything about you and your weekend or day, or anything personal, turn the discussion around immediately and start asking them questions to show your interest. 8) Have lunch with someone at a lower level whom you wouldn’t normally interact with. 9) Put your phone completely down and actually listen to someone for 15 minutes. 10) Take a look at your salaries and give someone an out-of-sequence raise that they deserve. 11) Clean up the o ffi ce kitchen and refrigerator. It shows you are willing to do low-level work. 12) Get a mobile car washing crew to wash the dirtiest

Mark Zweig

See MARK ZWEIG, page 4

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

ON THE MOVE LATITUDE 33 PROMOTES NICHOLAS J. PSYHOGIOS, PE, TO PRINCIPAL Latitude 33 Planning & Engineering has announced that Nicholas J. Psyhogios, P.E., is its newest principal. Psyhogios joined Latitude 33 in March of 2018 as an associate principal, and was quickly promoted to principal in little more than one year. A registered civil engineer, he has more than 20 years of experience with residential, commercial, utility, wetland restoration, and public sector projects. With Psyhogios’ promotion, Latitude 33 has brought together a planning and engineering team poised for a season of high growth and collaboration. With Psyhogios’ promotion to principal, Latitude 33 has re-assembled an engineering “dream team.” Psyhogios and Latitude 33 Principals Giovanni Posillico, P.E., and Matt Semic, P.E., worked together previously at Project Design Consultants . The team came together in 2004 and worked closely engineers and eventually leaving their prior company to pursue other career opportunities as managers, the team grew and worked extremely well together. Now, as seasoned experts reunited at Latitude 33 in positions of exceptional synergy and collaboration for the Matt Semic, P.E., principal at Latitude 33, states, “Gio, Nick, and I had our own journeys after working together previously, but we all wanted to get back to the same place. Gio and I recruited Nick with the goal of elevating his footing at Latitude 33 and assembling his team, we are thrilled to see Nick become a principal.”

In his new role as principal of Latitude 33, Psyhogios is tasked with continuing to diversify Latitude 33’s portfolio of residential work,

engineering company providing infrastructure and transportation engineering services to the public sector throughout the Midwest. Singh represents the second generation of family ownership of SINGH which remains a and Minority Business Enterprise partner and adds Women’s Business Enterprise and prime consultants alike. This transition provides all SINGH clients with continuity and consistency. Harvind Singh has been developing and decade. While SINGH’s capacity in Illinois has been increasing, she also foresees the company’s geographic expansion to continue. Ohio and Iowa with an eye to expand to Minnesota. “My vision is for SINGH to serve as a prime ‘go- creating sustainable growth,” said Ms. Singh. “Now that transportation funding has passed in many states, including Illinois, SINGH has unlimited potential.” Founded in 1992, SINGH is a full-service design, and construction engineering services in a broad range of disciplines including: civil and transportation engineering, electrical and ITS engineering, lighting design, MEP|FP engineering, and CM services. Headquartered Milwaukee, Wisconsin, Columbus, Ohio, and Portland, Oregon.

a standard practice of plan preparation. Because Latitude 33 also provides hands- on principal involvement for all clients, he will continue to oversee and mentor a team of needs. Current Latitude 33 projects under Psyhogios’ Orchard Hills (San Diego), Grand Del Mar (Del Mar), Buena Vista Park (Carlsbad), several as-need contracts for the City of Encinitas, Diego. Psyhogios earned his bachelor’s degree in civil engineering from the University of Illinois Champaign-Urbana, and is a member of the Urban Land Institute, the American Society of Civil Engineers, and the Building Industry Association. Founded in 1993, Latitude 33 Planning interdisciplinary approach to design. The use planning, public outreach, entitlement services and civil engineering design to public agencies, developers and property owners. healthcare, military, commercial/retail, civic and hospitality projects. SINGH + ASSOCIATES ANNOUNCES CHANGE OF OWNERSHIP SINGH + Associates, Inc. has announce that Harvind Singh, formerly executive vice president, has assumed the role

SINGH is a multi-disciplinary, consulting

19) Eliminate a bureaucratic process or rule. It will show you are not insensitive to employee frustrations. 20) Be the last person at the o ffi ce tonight. O ff er to get some food for anyone who is there at dinner time and then join them while you eat. Doing these 20 things will only make you more e ff ective and your company more successful. And none of them are di ffi cult, so go to it! MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “We all know leadership is extremely critical to organizational success. It’s the ‘secret sauce’ that makes everything work and where people are everything and their time is all you have to sell.”

MARK ZWEIG, from page 3

employee vehicles in your parking lot. It will show you care. 13) Confront someone on their bad behavior but be nice while doing it. It’s your job – not easy, but only you can do it. 14) O ff er to help someone do a task they are working on now. It will show you care about them. 15) Ask someone what would make their life easier or better. It will show you are interested in them. 16) Call a current client you don’t normally talk to and ask how your team is doing for them. It will show you are on top of your business. 17) Get your email hooked up to the distribution list for the “for more information contact us here” page on your website so you see every incoming inquiry. You need to see that opportunities are responded to properly and expeditiously. 18) Walk into a client meeting in your o ffi ce and introduce yourself. It will show them you are interested in them.

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

Do what you do best and leave the rest to us! Find out how Zweig Group’s team of veteran marketing and business development specialists can help you. Contant dparker@zweiggroup.com today. Find out how Zwei Group’s team of veteran mark t ng and business development specialists can help you. Contant dparker@zweiggroup.com today. Find out how Zweig Group’s team of veteran marketing and business devel pment specialists can help you. Contant dparker@zweiggroup.com today. Do what you do best and leave the rest to us! t best an l the rest to us! Do

TRAINING

BUSINESS DEVELOPMENT PLANNING & IMPLEMENTATION 89% OF AEC FIRMS DO NOT HAVE CONTACT GOALS OR TARGETS * We help firms create business development plans that go be- yond revenue goals to action- able plans with accountability metrics and implementation. We help firms create business development plans that go be- yond revenue goals to action- able plans with accountability metrics and implementation. We help firms create business development plans that go be- yond revenue goals to action- able p ans with accountability metrics and implementati n. BUSINESS DEVELOPMENT PLANNING & IMPLEMENTATION 89% OF AEC FIRMS DO NOT HAVE CONTACT GOALS OR TARGETS * BUSINESS DEVELOPMENT PLANNING & IMPLEMENTATION 89% OF AEC FIRMS DO NOT HAVE CONTACT GOALS OR TARGETS *

MARKETING ADVISORY SERVICES VERY HIGH PROFIT FIRMS SPEND UP TO 8.8% OF NET SERVICE REVENUE ON MARKETING * FIRMS SPEND UP TO 8.8% OF NET SERVICE REVENUE ON MARKETING * Whether you lack the market- ing staff to realize your goals, need a fresh perspective or new id as, or want to build a hi h impact marketing depart- m nt, Zw ig Grou an help. Whether you lack the market- ing staff to realize your goals, need a fresh perspective or new ideas, or want to build a high impact marketing depart- ment, Zweig Group can help. Whether you lack the market- ing staff to realize your goals, need a fresh perspective or new ideas, or want to build a high impact marketing depart- ment, Zweig Group can help. MARKETING ADVISORY SERVICES VERY HIGH PROFIT MARKETING ADVISORY SERVICES VERY HIGH PROFIT FIRMS SPEND UP TO 8.8% OF NET SERVICE REVENUE ON MARKETING *

TRAINING

TRAINING IS THE #3 CHALLENGE FACING AEC FIRM PRINCIPALS TODAY * TRAINING IS TH #3 CHALLENGE FACING AEC FIRM PRINCIPALS TODAY * RAINING IS THE #3 CHALLENGE FACI G AEC FIRM PRINCIPALS TODAY * We equip your team – from technical to marketing profes- sionals – with the skills they need to succeed. We equip your team – from technical to marketing profes- sionals – with the skills they need to succeed. We equip your team – from technical to marketing profes- sionals – with the skills they ne d to succeed. TRAINING

zweiggroup.com

zweiggroup.com zweiggroup.com

*Zweig Group 2019 Marketing Survey *Zweig Group 2019 Marketing Survey

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

P R O F I L E

Partnership: Ron Hilgart & Darrell Wilson Founders of HILGARTWILSON (Phoenix, AZ), an exemplary multidisciplinary firm that was formed in the middle of the Great Recession.

By LIISA ANDREASSEN Correspondent

H ILGARTWILSON was co-founded by Hilgart and Wilson to provide exemplary consulting services in civil engineering, land use planning, surveying, and construction management. Formed in 2009, both partners faced economic uncertainty, but had an unwavering commitment to their clients and projects. A decade later, they’ve grown the company into a leading Arizona firm. When founding the firm, both Hilgart and Wilson committed to focusing on the spirit of partnerships that, in addition to its clients, extended to sta ff and community too. It’s this partnership philosophy and culture that promotes individual excellence in a team environment and provides personal growth opportunities for its talented and professional sta ff . In the spirit of partnership, Hilgart and Wilson tag-teamed this conversation to divide and conquer. A CONVERSATION WITH RON HILGART & DARRELL WILSON. Th e Zweig Letter: What are the three to four key

business performance indicators that you watch most carefully? Do you share that information with your sta ff ? Ron Hilgart: We closely watch profit margins, WIP, and receivables on a per team basis and utilization rates on a per individual basis. Th is information is reviewed with project managers monthly, with action items noted, which are followed up on throughout the month. New projects under contract are reviewed on a monthly basis, with the goal being for contract amounts of new projects to consistently exceed the corresponding monthly amount invoiced. Cumulative backlog is also tracked. Project managers and directors see all of their financial metrics with a comparison to the company average, but do not see the individual performance of other project teams. Company performance metrics, including revenue growth, are shared with the entire sta ff at our annual meeting. TZL: What, if anything, are you doing to protect your firm from a potential economic slowdown in the future?

THE ZWEIG LETTER Novem

RH: Historically, the vast majority of our clients have been in the private sector. Over the last few years, we’ve worked diligently to create a better balance of workload and have successfully grown our share of public sector projects, which will help us during an economic slowdown. In addition, we constantly work on fostering new client relationships – even when we don’t have the bandwidth to work for them today – by being a resource and providing expertise in small ways at no cost. Th is shows the value we can bring and creates a larger potential pool of clients in the event there is an economic slowdown. “Our closeness to the details of each facet of our work has been significant in distinguishing us from our peers, and we believe, contributed to our success.” TZL: Are you using the R&D tax credit? If so, how is it working for your firm? If not, why not? RH: We’ve been using the R&D tax credit since 2011, and it’s reduced our tax liability by a significant amount. Other than the consultant fee and some internal accounting and project manager time, this savings goes straight to the bottom line and becomes part of our profit and bonus pool. Any profitable design firm that is not taking advantage of the R&D tax credit is leaving money on the table. TZL: Does your firm work closely with any higher education institutions to gain access to the latest technology, experience, and innovation and/or recruiting to find qualified resources? RH: We work closely with Arizona State University, which has been named the No. 1 most innovative university in the country, and has an excellent engineering program. I have been the chair of the ASU Friends of Civil and Environmental Engineering for the past several years, which helps create relationships with ASU faculty and gives us an early look at students for internships and full- time positions upon graduation. Local community colleges are another great resource for recruiting designers and CAD technicians. By partnering with them at career expos and STEM outreach programs, we’ve been able to meet potential candidates and fill numerous

positions by those students trained in the latest technology. TZL: How many years of experience – or large enough book of business – is enough to become a principal in your firm? Are you naming principals in their 20s or 30s? RH: Last year we added three new principals, who were all in their mid to late 30s. Th e size of the book of business is a consideration, however the candidate’s expertise, leadership, management, and other soft skills are important too. Th eir client following is also considered along with whether they fit our culture. TZL: A firm’s longevity is valuable. What are you doing to encourage your sta ff to stick around? RH: First of all, we believe providing a great work environment with significant training and mentoring opportunities will keep our sta ff engaged and committed to sticking around. With our significant growth, we’re also able to provide fast- paced career advancement opportunities for those who demonstrate they have the capabilities and are deserving. With our firm’s position in the market, we’re able to provide excellent benefits and bonuses to all employees. We also target our median salary by position to be at the 75th percentile of those provided by other engineering firms in the Phoenix metropolitan area, with top performers significantly exceeding the 75th percentile. TZL: How much time do you spend working “in the business” rather than “on the business?” Darrell Wilson: Ron and I both came up heavy in the details and it’s hard to change who we are. As such, we are both still in projects every day – probably between 50 percent to 65 percent billable. Th ere is an argument to be made that much more of our time should be spent “on the business,” but at the same time, “We are very proud of our young leaders and we see some of ourselves in them. We believe they have learned well and best by working alongside us.”

HEADQUARTERS: Phoenix, AZ

NUMBER OF EMPLOYEES: 153

YEAR FOUNDED: 2009

NUMBER OF OFFICE LOCATIONS: 2 offices in Phoenix

SERVICES:

z Engineering

z Planning

z Surveying

z Managment

z Environmental

TRAINING HOURS: In 2018, HILGARTWILSON invested 765 training hours in its employees. IN THE COMMUNITY: In 2018, the firm contributed to 25 charities. PARTNERSHIP: When founding HILGARTWILSON, both Darrell and Ron committed to focusing on the spirit of partnerships that, in addition to its clients, extends to its people and community. HILGARTWILSON’s partnership philosophy with its staff creates a culture that promotes individual excellence in a team environment and provides personal growth opportunities for its talented and professional staff.

See PARTNERSHIP, page 8

mber 18, 2019, ISSUE 1321

ON THE MOVE TEXAS BASED CIVIL ENGINEERING FIRM JONES|CARTER EXPANDS SURVEY TEAM IN CENTRAL TEXAS James Janisse, RPLS, PLS, joined Jones|Carter as survey manager in their San Antonio office. He brings more than 16 years of experience. Janisse has surveyed locations from the snow-covered Sierra Nevada Mountains in California to the hot southern border in Laredo, Texas. Janisse has worked on large subdivision and construction projects, waterway surveys, small lot and block surveys, utility projects, topographical and design projects, and boundary surveys. His expertise

lies in expense control, strategic planning, change management, project management, policy development, OSHA and regulatory compliance, process improvement, and training and development. Janisse is a Registered Professional Land Surveyor in both Texas and Arizona, and will be sitting for his exams in New Mexico, Colorado, Oklahoma, and Louisiana throughout this year and next. “I am proud and excited to be a part of Jones|Carter’s San Antonio team,” said Janisse. “I enjoy the variety of projects we

get to work on and the amount of resources available. Our team keeps up with the surveying trends, which makes our jobs easier, more fun, and continually on the edge of the newest technological advances.” With more than 40 years of experience, Texas- based civil engineering firm Jones|Carter proudly provides civil engineering and surveying services for both private development and public infrastructure improvements. Since establishing headquarters in 1976 in Houston, Jones|Carter has opened an additional eight locations throughout Texas.

DW: Yes, our utilization levels are high and it’s a concern that we pay close attention to for profitability. To date, it’s been a matter of being on a fine edge of sta ffi ng levels while still providing the attention and level of service that our clients deserve and expect. Th e pain associated with the recession is still remembered and we are attuned to remaining lean to minimize the risk of future fluctuations. Th at said, we are always looking for the right person and when we meet them, we will make the hire even if it’s not to fill an advertised position. On the client side, we resist adding new relationships unless we’re confident it’s the right fit and we have the capacity to avoid the possibility of diluting service levels to existing clients/relationships. We focus our resources on our best relationships and add clients judiciously. TZL: In one word or phrase, what do you describe as your number one job responsibility as CEO? DW: Work hard, lead by example, and remember that it always comes down to relationships. Ron and I have done this for a long time and we only know how we have done it. Th ere may be better ways, but our means have always been successful for us. We are very proud of our young leaders and we see some of ourselves in them. We believe they have learned well and best by working alongside us. TZL: What happens to the firm if you leave tomorrow? DW: Talented and driven men and women will step up, divide responsibilities, and follow through on obligations that were mine. Although many relationships reside with me and Ron, I have complete confidence that those behind us will earn the trust, goodwill, and even the friendships that we enjoy with our clients. I expect that they will do at least as well, and I hope, enjoy a better work/life balance in the process. TZL: Diversity and inclusion is lacking. What steps are you taking to address the issue? DW: I’m not sure that the “lacking” presumption is sound. We are quite proud of the diversity and inclusiveness within our firm – even more so because those conditions exist naturally. We have always hired based solely on the qualities and qualifications of our candidates sought at that point in time. For no reason other than it is, we have a wonderfully diverse group of fine technicians, communicators, and representatives of who we are.

PARTNERSHIP, from page 7

our closeness to the details of each facet of our work has been significant in distinguishing us from our peers, and we believe, contributed to our success. Our clients know it, expect it, and attribute value to our connection to each of our projects. Th at said, the last several years have allowed significant growth, success, and market recognition of our young principals. Th is has provided wonderful opportunities for them and for us. I can now imagine the opportunity to lift our heads up and take a longer and more proactive view of our business, our growth, and our community. “We’ve been using the R&D tax credit since 2011, and it’s reduced our tax liability by a significant amount ... this savings goes straight to the bottom line and TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? DW: We’re elevating the right folks – strong technicians and excellent communicators. Th e strength and stature of our firm is a direct result of our people. Our managers distinguish themselves by their ability to communicate, develop, and sustain relationships – both internal and external. Within our organization, those qualities aren’t just obvious to us, but also to their team members and throughout the organization. People tend to want to work for and with them. Although each manager is technically strong, we place particular emphasis on the person and their soft skills. It has worked well as we enjoy little attrition in the firm. TZL: You want high utilization for profitability, but that means employees are fully loaded with assignments. How do you balance growth, utilization, new clients, and new hires? becomes part of our profit and bonus pool. Any profitable design firm that is not taking advantage of the R&D tax credit is leaving money on the table.”

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

O P I N I O N

Core values

They count, so gather your leadership team, find the set of behaviors they admire, and make them part of your mission and vision.

F or many years now, it has been a common practice for companies to have mission and vision statements. Th ese are good things to have, as they should provide the clear direction for where your organization is headed. However, a mission and vision statement do not adequately explain the behaviors that are expected from the individuals within the organization. You may understand what you want to be and where you want to go, but you may not be sure which actions are going to make you successful in achieving that mission.

Brandon Pinkerton

As a leader of your team, you are responsible for setting the tone and the expectations. Th is is where a set of core values can have a transformational e ff ect on your company. A good set of core values for your company will answer this question: What is the basis for which we hire, fire, reward, and promote in our organization? Developing and communicating a clear set of core values puts everyone on the same page. From the CEO down to the entry level positions, everyone is held to the same standards. Th ese values promote unity, provide clear expectations, and set the standard for accountability.

To develop your core values you’ll need to gather your leadership team and set aside some time together. Typically, this process will take up to four hours. Start by simply writing down all the qualities that you admire and respect about the people in your organization. For example, “I like that Zach is always on time” or, “I can always count on Amy to exceed my expectations.” You can take these specific statements and distill them to their core values: Timeliness and reliability. As you work through the process you will likely see patterns emerge in what the organization holds valuable; these become your core values. Th e

See BRANDON PINKERTON, page 10

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

ON THE MOVE MINDY FRINK JOINS JQ ENGINEERINGAS BUSINESS DEVELOPMENT AND MARKETING DIRECTOR JQ Engineering , a multi-office, multi-discipline engineering firm, announced that Mindy Frink has joined the firm as its business development and marketing director. Based in JQ’s Dallas office, Frink will focus on developing business and marketing strategies and tactics, enhancing client relationships, improving pursuit and proposal efforts, directing corporate communications, collaborating with internal and external project teams, and participating in industry and community programs. Frink has more than 15 years of marketing experience in the AEC and healthcare industries. She excels in understanding business goals and aligning business development, marketing, and communications activities to achieve success in delivering client satisfaction and stakeholder engagement. “Mindy is highly respected in our industry, and her exceptional technical and business skills are a great addition to our leadership team,” says JQ CEO, Stephen Lucy, P.E. “We look forward to her contributions in expanding client relationships and promoting our brand throughout Texas and the regions we serve, and across our major market sectors.” Prior to joining JQ, Frink served as marketing director for the southern region of a 155-year- old national construction firm. Previously, she was the marketing manager for one of the largest electrical contractors in Texas, and prior to that she served seven years as the marketing manager for a Dallas-based, integrated architecture, construction, and

sustainability firm. Frink holds a bachelor’s degree in journalism from the University of Missouri in Columbia, Missouri, and an MBA from the University of Melbourne in Melbourne, Australia. Founded in 1984, JQ provides structural and civil engineering, geospatial, and facility performance services throughout the United States. The firm is considered a leader in engineering design innovation and technology to support its complex, multi-state and multi-market projects. Nationally, JQ has been recognized as a Best Firm To Work For and as a Hot Firm by Zweig Group. JQ has offices in Austin, Dallas, Fort Worth, Houston, Lubbock, and San Antonio. DEWBERRY ANNOUNCES THE PROMOTION OF LISA PETERSON Dewberry , a privately held professional services firm, announced that Lisa Peterson, P.E., PLS, has been promoted to business unit manager in the firm’s Mount Laurel, New Jersey, office. In her new position, Peterson will be responsible for management of the office’s daily operations and serving clients in the areas of transportation, real estate development, energy utilities, and telecommunications. With more than 17 years of experience in transportation engineering, Peterson’s expertise includes bridge replacements and highway drainage and interchange design improvements. She was involved with the award-winning New Jersey Turnpike Interchange 6-9 widening project, the I-295/ Rt. 42 Direct Connection, and the Route 3 over the Passaic River project. Peterson is the first woman to hold dual professional engineer

and professional land surveyor licenses in southern New Jersey. “Lisa’s diverse background and strong leadership skills make her the ideal choice to lead and grow our Mount Laurel office,” said Craig Johnson, executive vice president. Peterson earned her first bachelor’s degree in civil engineering from the Stevens Institute of Technology (2002) and her second in survey engineering technology from the New Jersey Institute of Technology (2010). She is a professional engineer, professional land surveyor, and certified municipal engineer in New Jersey. Peterson is a member of the Women’s Transportation Seminar, American Society of Highway Engineers, American Society of Civil Engineers, and New Jersey Society of Professional Land Surveyors. Peterson was named a 2018 Top Young Professional by Engineering News-Record New York and a Women to Watch by South Jersey Biz in its February 2019 issue. Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide.

organization to embody these values. If done successfully, you will start to see and feel the accountability grow within your organization as you move to fulfill your mission and vision. “As a leader of your team, you are responsible for setting the tone and the expectations. This is where a set of core values can have a transformational effect on your company.” Th ere are a lot of great tools available online for helping you develop the core values for your organization. If you are looking for some help or advice on how to get started, please contact me. BRANDON PINKERTON, PE, LEED AP, is the president of HP Engineering, Inc., an MEP design firm that believes everyone deserves comfortable, safe, healthy, and easy to manage building environments. He has over 16 years of electrical design experience. Contact him at bpinkerton@hpengineeringinc.com.

BRANDON PINKERTON, from page 9

outcome should be a list of no more than five to six key characteristics that define the expected behaviors for your organization. As a catalyst to the process, you may find it useful to research the core values of other companies. Find one or two companies that you admire and read through their core values. Th is will give you some insight into how to proceed. However, at the end of the day you want your core values to be unique to your organization. Simply copying the core values of another organization and using them as your own will not fit well with your team; everyone will see through it. Once the list of core values is completed, it is important that the entire leadership group has consensus on the final list and is ready to hold each other accountable. Th e next essential step is the clear communication of these values to the entire organization. Bring the entire team together and share not only the core values, but also walk through the process of how you arrived at these values. Share why it is important for the people in your

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

O P I N I O N

“L iterally nothing a CEO or CHRO does will authentically, structurally, and sustainably change the value of your organization more.” To maximize outputs and outcomes, leaders need to become great managers of managers and together create “great jobs.” Reaching our personal peak (Part 3)

Management is a process to organize and coordinate activities to produce defined outputs. In the target logic model for work today, leadership is responsible for providing the highest quality of “inputs,” in this case employees, including principals and managers. Leaders are also responsible for creating the conditions necessary to realize the “outcomes” of greater organizational growth and profits and a thriving culture that reinforces production. “It’s impossible to engage, grow, and inspire others when those responsible are not engaged, growing, or inspired themselves.”

Th is is a statement from the recently released book written by Jim Clifton, chairman and CEO of Gallup, and Jim Harter, Ph.D., chief workplace scientist for Gallup, based on their research and more than 30 years of data, to help workplaces thrive and produce something the whole world wants. What they are referencing is “improving your ratio of great to lousy managers.” Th e key to this, however, rests solely with leaders. IT’S BOTH. To succeed today in any position of authority we need to both lead and manage. Leadership is a role to establish a clear vision for a mission that inspires others to follow and then enable achievement through times of both conflict and harmony.

Peter Atherton

See PETER ATHERTON, page 12

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

PETER ATHERTON, from page 11

z Take action to better understand and address the stress, overwhelm, and the burnout experienced by managers through better education, training, and capacity building. z Teach, model, and incentivize employee development, innovation, and cross-team collaboration. Th e higher we, as leaders, have ascended in terms of our personal and professional growth (See Part 1 of this series for more on this), the easier this will be – especially given what it takes to e ff ectively engage today. MEANING MATTERS. To be engaged, we need work that matters – work with both meaning and purpose – as presented in the “target logic model” and as further defined by Clifton and Harder: Gallup defines a “good job” as working full time for an organization, with 30+ hours a week and a living-wage paycheck. A “great job” has all the qualities of a good job but with one big di ff erentiator: Employees are engaged in meaningful and fulfilling work and they feel they are experiencing real individual growth and development in the workplace. To maximize outputs and outcomes, leaders need to become great managers of managers and together create “great jobs.” What should leaders do? z Take inventory – would your managers tell others they have a “great job?” Do you know the meaning your managers derive from their work, and do you encourage and help connect them to their goals and aspirations? z Check your mission – does it matter to your team and to others you want to attract and engage? z Update your strategic planning – ensure that it focuses on the growth and development of your managers as critical success drivers. z Be in a position to inspire – do you authentically serve and e ff ectively advance others? Do you model the behaviors needed for team and organizational growth? z Build capacity – increase learning and address workload. Being too busy for too long – especially for those in positions of authority – leads to loss. z Have the courage to trigger and enable needed change – it’s our role at all times. Part 4 of this series focuses on how to make these internal investments work more in our – and our clients’ – favor. PETER ATHERTON, P.E. is an AEC industry insider who has spent more than 24 years as a successful professional civil engineer, principal, major owner, and member of the board of directors for a high-achieving firm. Pete is now the president and founder of ActionsProve, LLC, author of Reversing Burnout. How to Immediately Engage Top Talent and Grow! A Blueprint for Professionals and Business Owners , and the creator of the I.M.P.A.C.T. process. Pete is also host of The AEC Leadership Today Podcast. Pete works with AEC firms to grow and advance their success through strategic planning implementation, executive coaching, performance-based employee engagement, and corporate impact design. Connect with him at pete@actionsprove.com.

Th is is illustrated in the graphic below from my book, Reversing Burnout. How to Immediately Engage Top Talent and Grow :

To e ff ectively manage today, we need to be able to connect with others as people – not just as an “employee,” a “member” of the team, or an “asset” to the organization. If we lose sight and treat those in our care more as “instruments” of our success, we won’t fully engage or inspire. MATH PROBLEM. Th ere’s been a failure to engage, and we can’t ignore the numbers. It is well researched and reported that 70 percent of the variance on team and individual employee engagement rests solely on their managers. Gallup cites this as “the single most profound, distinct and clarifying finding – ever.” Yet, despite all the increased talk and attention, employee engagement remains stubbornly low. Why? Gallup research also shows that 67 percent of managers – those with the most influence on employee engagement – are not engaged themselves. Th is is a problem that cannot solve itself. It’s impossible to engage, grow, and inspire others when those responsible are not engaged, growing, or inspired themselves. Th e only way to get the math to work in our favor, and enjoy the vast array of benefits that go along with increased employee engagement, is to increase the number of engaged managers. ENGAGING MANAGERS. To satisfy our engagement need (i.e., to feel good about, connected to, and grow in our work) at any level, we need to be acknowledged and cared for on the job. (See Part 2 of this series for more on this). To better engage managers, leaders must be willing to: z Fully recognize the importance of the manager position and the fact that it is mission-critical to organizational success – leaders cannot implement a great vision, strategy, or project alone.

WRITE FOR THE ZWEIG LETTER Have some advice for your peers in the AEC industry? Contact Sara Parkman at sparkman@zweiggroup.com for the chance to be featured in The Zweig Letter .

THE ZWEIG LETTER November 18, 2019, ISSUE 1321

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