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ON THE MOVE MICHAEL BAKER INTERNATIONAL STRENGTHENS SOUTHEAST CONSTRUCTION SERVICES PRACTICE WITH ADDITION OF TERESA IRBY-BUTLER: IRBY- BUTLERTOSUPPORT CRITICALWATER/WASTEWATER DESIGN AND CONSTRUCTION PROJECTS ACROSS THE COUNTRY Michael Baker International , a global leader in engineering, planning, and consulting services, has announced that Teresa Irby-Butler, P.E., CCM, PMP, joined the firm as water/wastewater regional construction services practice lead, serving Michael Baker International’s Southeast Region. Michael Baker International’s Southeast Region includes Florida, Georgia, Alabama, Mississippi, and Tennessee. Based in the firm’s Orlando, Florida, office, Irby-Butler is responsible for assisting the National Construction Services Practice Lead in identifying, pursuing and executing national water/wastewater construction projects, while providing regional construction services leadership, expertise and mentorship to the firm’s Southeast Region. “We are thrilled to complement our growing Construction Services Practice with the addition of a construction management practitioner of Teresa’s caliber,” said Tom Zagorski, P.E., Michael Baker International’s national practice lead for construction services. “Teresa’s leadership and credentials, combined with her ability to successfully manage projects and industry relationships, exemplifies Michael Baker International’s commitment to the Water/Wastewater industry.” Irby-Butler brings more than 17 years of expertise in the design and construction of

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major water/wastewater projects to her role at Michael Baker International. She provides expertise in pre-construction activities, including scheduling, estimating, constructability and biddability reviews, risk analysis and construction sequencing. Her construction management expertise includes inspection, commissioning, cost control and reporting for complex infrastructure construction projects and programs with construction values up to $2 billion. Irby-Butler is an active participant in the Construction Management Association of America, where she volunteers as a certified mentor in the Construction Manager-In-Training Mentor Program. She holds a bachelor’s degree in civil engineering from the University of South Alabama and is a licensed professional engineer in Florida, Illinois, Wisconsin, Alabama, New York, Texas, and Virginia. Michael Baker International is a leading provider of engineering and consulting services, including design, planning, architectural, environmental, construction and program management. The company provides its comprehensive range of services and solutions to support U.S. federal, state, and municipal governments, foreign allied governments, and a wide range of commercial clients. Michael Baker International’s more than 3,000 employees across nearly 100 locations are committed to a culture of innovation, collaboration and technological advancement to help solve challenges for clients and communities throughout the country.

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1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

MARK ZWEIG, from page 1

client in the first place. There are many complex interrelationships that need to be ac- knowledged. 3)Make sure your bonus program doesn’t reinforce the wrong things. If it is too slanted toward individual performance and group/team/department/office perfor- mance versus company-wide performance, you could be “getting what you are paying for.” My inclination is to pay out most of the money based on how the company per- formed overall. 4)Give praise where it is due – consistently and publicly. This is essential. If it is per- ceived that you have pet favorites, you’ll have some very unhappy people. Who you talk about and promote will determine this. And who you spend time with, too, will do the same. It makes a statement about who you like and who you don’t like. 5)Don’t talk about other people in a negative way. You could be inadvertently contrib- uting to the problem if you do this. You could be clearing the way for people to be too critical and judgmental. I am sure I have done this myself in the past but try to be more careful these days because I realize how toxic that can be. 6)Promote the idea of “one for all and all for one.” Bring up the issue at meetings. Talk about it, including the idea that various units do well at different points in time. Or how having one service line that is ostensibly not as profitable as another still benefits everyone and how. Or do as one CEO I know does – he has gone as far as putting “One company” on his email signature. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

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THE ZWEIG LETTER May 7, 2018, ISSUE 1247

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