TZL 1286

BUSINESS NEWS KIMBERLY MOORE, FOUNDER AND PRESIDENT OF CHICAGO BASED COMPANY KDM ENGINEERING, RECOGNIZED AS HONOREE OF CRAIN’S 2018 40 UNDER 40 Each year Crain’s Chicago Business selects 40 individuals in recognition of their exceptional professionalism and entrepreneurial spirit. Notable 40 Under 40 alums include Barack Obama, Oprah Winfrey, Chance the Rapper, and Valerie Jarrett. Of the 2018 Class of Crain ’s 40 Under 40, KDM Engineering Founder and President Kimberly Moore has been selected as an honoree! Highlighting her success in a personal profile, Kimberly is featured on Crain Chicago’s website and in their current issue. Providing her professional and personal background, alongwith quotes fromherself and her mentor David Schwartz, Crain’s Chicago

Business acknowledges how Kimberly moved forward through hardships, establishing KDM as the reputable engineering firm it is today. The profile also shares the work she is doing through her nonprofit Calculated Genius. In her mission to guide people towards their dreams, Kimberly says, “I’m helping other people grow, I’m helping other families support themselves. Being able to see that change on a daily basis is important.” In response to Crain’s prestigious recognition, Kimberly shares: “This is simply a ‘thank you,’ not just to Crain’s Chicago Business , but to everyone and anyone who listened to me during late nights, invited me places understanding I probably wouldn’t have time to hang out, still loved me

after years of not talking on the phone, and for those who were there after losses and celebrated with me after wins. There is much more to be accomplished, but my team says I never stop and celebrate the good. Today, I will do just that. Thank you all!” KDM Engineering is an engineering consulting firm headquartered in Downtown Chicago with a vision of challenging and changing the energy infrastructure to help light up the world. Priding themselves on being an established Women’s Business Enterprise and Minority Business Enterprise, KDM focuses heavily on company culture and diversity within the workplace. Dedicated to delivering outstanding client support and customer service, KDM Engineering offers a multitude of services within the realm of engineering.

PETER ATHERTON, from page 11

effective. On average, however, we lose emotional intelligence as we progress in our careers. As leaders, and as a leadership team, we need to work es- pecially hard to beat this trend if we want to be more com- petent, relevant, and effective today in terms of employee engagement and moving our organizations forward. ❚ ❚ Self-care. Most leaders are overwhelmed and many are burn- ing out. This is not good for us, our teams, our organizations, and those we care for outside of the office. We need to face the reality that we carry heavy workloads and burdens in the AEC industry. Without appropriate margin and rest built into our schedules, we become fatigued, less creative, and less en- gaging. To maintain growth and performance over the long-term, we need to put on our own “oxygen mask” first. Executive leadership needs to determine how best to design and enforce personal growth and refresh strategies for themselves and others. Fully seeing what’s happening to and around us posi- tions us to move forward. ❚ ❚ A mission that matters. Top talent and clients want to participate in pursuits that matter to them and to the world around them. Without such a mission, employee engagement seldom lasts. Top organizations establish a clear vision of why they exist and articulate why their top- and bottom-line growth is pursuent to realizing something greater. Top leaders align and connect day-to-day actions with realizing our full potential in pursuit of the vision. ❚ ❚ Conditions that engage. Today, leaders need to systemati- cally analyze (and possibly redesign) how we do work to better engage and develop our talent. Strategies that include “process” as well as “product” improvements are more inclu- sive within a team and throughout an organization, and can be designed to support our goals related to culture, sustain- ability, diversity, and innovation. “Our strength as leaders today is in our ability to connect and enable others to become their best selves.”

By Drs. Travis Bradberry and Jean Greaves; Emotional Intelligence 2.0

❚ ❚ Walking the talk. Talk is cheap. Just talking about change disengages. For most firms, strategic plan implementation has already taken too long or has become “back-burnered” due to the urgent and busy cycles we help perpetuate. Leaders, we can’t expect positive changes if we don’t initiate them, personally model what they look like, and incentivize what it takes. Raise awareness. Take care of people. Get to the root of issues. Remove hurdles. Invest in training. Hire coaches. Inspire connection, performance, innovation, and impact. Communicate results. Doing so sets our managers and employees up to help break the current cycle, drive our growth and success, and realize our better future. PETER ATHERTON, P.E. is an industry insider having spent more than 20 years as a successful professional, principal, major owner, and member of the board of directors for a high-achieving AEC firm. Atherton 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. He can be reached at pete@ actionsprove.com.

THE ZWEIG LETTER March 4, 2019, ISSUE 1286

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