8 the next technological shift, so much that we’ve selected some of the firm’s most passionate “ingenuity” leaders to propose continual advancements and solutions in this area – ISGenius. While it’s directly focused on my role, as well as other leaders’, this added layer of insight helps keep the firm in front of future discussions and impact. TZL: How are you balancing investment in the next generation – which is at an all-time high – with rewards for tenured staff? This has always been a challenge, but seems heightened as investments in development have increased. CS: This truly is a challenge, and one that likely doesn’t have a perfectly equitable solution. We see demands from younger staff as well as a practical necessity to get people into leadership roles more swiftly than ever before. Growth cures some of these issues with more senior staff encouraging less experienced staff to take on more. Hoarding information and knowledge is not rewarded nor accepted, but growth is a continual part of our DNA. Growth requires individuals to take on more, whether it is internal leadership, technical expertise, market knowledge, or winning work. From a formality perspective, we work to utilize firm platforms such as ISG University, firm message opportunities (e.g. newsletter, firm communications, office meetings), and a unique annual event, ISynerGy, as just a few of the ways we can ensure focus and alignment, and find opportunities to mentor and grow. TZL: What novel approaches are you bringing to recruitment, and how are your brand and differentiators performing in the talent wars? CS: For one, we invest in active, core areas that are desirable for working. Nearly every one of our offices is in a core, urban environment. Recently, we moved an acquired office from the suburbs into a fresh, redeveloped downtown spot which resulted in better morale from current staff, greater ability to hire elevated talent that may have been previously inaccessible, and providing our current and prospective clients a completely different and positive view of ISG. We also utilize our ESOP as a differentiator to hire and retain people. Investing in yourself and things which you can influence is way more rewarding than simply seeing how the stock market may fare. We seek to share this message and impact frequently. Couple the above items with dedicated talent engagement leaders within our Shared Services team, focused on talent engagement both inside and outside the firm with intimate links to marketing resources; our efforts are not fleeting. 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? CS: We’re working more closely with a greater number of LEVERAGING EXPERIENCE, from page 7
higher education institutions than ever before. By far the greatest resource we have seen from those partnerships is talent; however, we are also testing a few advancements for how we do things. We’ve also worked hard to connect at the elementary/high school level with externships and learning tours/events – an Elevate the Industry effort of sorts to create a pipeline, interest, and engagement for all roles within the AEC industry. TZL: When you identify a part of your business that is not pulling its weight in terms of profitability or alignment with the firm’s mission, what steps do you take, and what’s the timeline, to address the issue while minimizing impacts to the rest of the company? CS: We believe in “better decisions, faster” and “if it’s a good idea, don’t waste time.” Those are true for both implementing tactics to seize an opportunity, but also to correct our course. Like everyone, we have been in position to do tough things: close offices, scale back staff, manage cash differently, etc. Decisions need to be made and action taken for the good of the group, not just for a few individuals. Thus, we focus on knowing who we are, taking an objective view of the situation, identifying solutions, and acting swiftly. Problems don’t typically get better on their own. They need solutions, resolution, and action. We don’t shy away from this plan. “Recently, we’ve focused on adding additional horsepower to our true business development arm, and while I am no rock star there, I’ve been realizing that my contacts from more than 25 years in the industry are getting better and better, and therefore can be leveraged.” TZL: Is change management a topic regularly addressed by the leadership at your firm? If so, elaborate. CS: We don’t necessarily think of it in terms of “change management,” but at our core, we change frequently. For 25 years, we have grown nearly 20 percent per year compounded annually. In essence, every three years, we grow nearly 7 percent. That requires a willingness to invest cash or keep cash in the firm, recognize that positions will change, and develop new structures frequently. Yesterday can look like today, and today can look like tomorrow, but when you look at things over the course of two to five years, you recognize quickly that things are dynamic, not static. For example, our ownership has changed significantly from a closely-held family business to several shareholders, and now, a 100 percent ESOP. Similarly, we have gone from a board that was a formality, to a board that represented the shareholders, then a board that represented geographies, to now a soon-to-be board that will have more external members with a strategic, less operational focus.
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THE ZWEIG LETTER December 30, 2019, ISSUE 1325
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