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ON THE MOVE SERGIO BAZAREVITSCH JOINS WOODARD & CURRAN AS NATIONAL PRACTICE LEADER IN DESIGN-BUILD Woodard & Curran announced that Sergio Bazarevitsch has joined the firm as design-build national practice leader. His experience spans small to large-scale design- build and construction management work in private, municipal and federal sectors. Woodard & Curran is an integrated engineering, science, construction, and operations company, offering a full suite of services to address its clients’ infrastructure, environmental, water resources, energy, and manufacturing challenges. Privately held and steadily growing, the firm serves public and private clients locally and nationwide. “Our design-build business is a critical growth area for our firm, which allows us to deliver turnkey solutions from planning and permitting to design, construction and operations,” says Doug McKeown, CEO and chair of Woodard & Curran. “Sergio’s expertise and perspective are invaluable in creating opportunities to expand
our business and deliver total solutions for our clients. It’s great to have him here.” Based in the firm’s Lakewood, Colorado, office, Bazarevitsch will oversee Woodard & Curran’s design-build practice collaborating with the other practices in serving clients. “Successful design-build projects are executed by integrated teams working together with a common goal,” he explains. “For us, that’s our clients, our design teams, and our construction partners.” Woodard & Curran Constructors is fully embedded within the firm, providing quality and peace of mind for existing and new clients through fully integrated project delivery. Successfully partnered with Woodard & Curran’s diverse water and environmental consultant core business, the design-build team offers the business opportunities to successfully compete in a range of contract roles as prime contractor, joint venture partner, participatory subconsultant, or design subconsultant.
Bazarevitsch has hit the ground running since he joined Woodard & Curran in April. By opening lines of communication with colleagues, clients, and strategic partners throughout the U.S., he is building strong relationships and best practices that will position the firm for growth in the design-build sphere. Woodard & Curran company was founded in 1979 on a simple business concept: provide a safe and enjoyable place to work with opportunity, integrity, and commitment. Woodard & Curran’s strength is in those people, who are experts in their field and passionate about what they do, showing a level of commitment and integrity that drive results for our clients. Woodard & Curran takes a multidisciplinary approach to solving its clients’ technical and business problems. By considering them from different perspectives, Woodard & Curran often uncovers new answers and overcomes challenges where others have failed.
OVER-FUNCTIONERS INTERVENTION PLAN. With so many negative consequences, it behooves an organization to address over- functioning behavior directly. Here are three steps: 1)Recognize it. People usually know when their turf has been invaded. The challenge is to call it out. This is hard, particu- larly when the over-functioner is a senior executive. No one wants to say the emperor has no clothes. If several executives are implicated, conduct an evaluation of firm culture and the optimization of its roles and responsibilities. Then address individual executive needs. If the issue lies with the chief executive, the board must address it as part of that person’s performance evaluation. 2)Determine root causes. Once the over-functioning behavior is identified, create a process to investigate the underlying cause. It could include any or all of the following: The execu- tive is interfering because of an underperforming employee. The role of the employee is ill-defined, leaving it open as to who does what. The executive has trouble trusting the work of others on properly delegable items. 3)Make a plan. After determining the root causes, make a plan to rectify them. An underperforming employee will require feedback and training. Role confusion points to a need for developing explicit roles and responsibilities. Coaching will help a fearful executive with trust issues, their relationship with risk, and motivating employees. While an executive fussing with marketing boards late at night might be amusing, widening the view to the larger firm picture will benefit both the company and the executive. JULIE BENEZET spent 25 years in law and business, and for the past 18 years has coached and consulted with executives from virtually every industry. She earned her stripes for leading in the discomfort of the new as Amazon’s first global real estate executive. She is author of the award-winning The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None . Her new workbook, The Journal of Not Knowing , a self-guided discovery mission to learn how to navigate the discomfort of the new to pursue one’s dreams, was released in fall 2018. She can be reached at juliebenezet.com.
JULIE BENEZET, from page 11
❚ ❚ Role and responsibilities confusion. Roles and responsibili- ties are hard to establish and maintain at the best of times. When someone invades the territory of others, things get confused. Over-functioning might slap a Band-Aid on an is- sue of a neglected function, but Band-Aids wear out and fall off. ❚ ❚ It masks a performance issue. There are times when shouldering the responsibilities of an employee signals an employee performance issue. The executive who announced the new health plan wanted to dodge confronting the finance director’s refusal to do their job. The executive’s failure to ad- dress it perpetuated the issue and wasted valuable time and energy that the executive could have directed toward business development. “While their intentions may be pure, over- functioners create more problems than they solve. Their drive to get things done can eclipse organizational issues and if not addressed, impair company growth and morale.” ❚ ❚ It does not cure the underlying fear issue. Over-function- ing and its first cousins – micromanagement and perfection- ism – pull from a place of fear. The feeling might be warranted because of a true emergency, such as a client threatening to fire you. More likely, it represents that person’s approach to risk. Rather than live with the scariness of others producing work upon which the executive must rely, they try to control the outcome by doing the work themselves. This defensive behavior leads to disempowerment and disengagement of employees who will ratchet down their efforts and vote with their feet.
© Copyright 2019. Zweig Group. All rights reserved.
THE ZWEIG LETTER September 30, 2019, ISSUE 1314
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