TZL 1304

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ON THE MOVE TEXAS-BASED CIVIL FIRM JONES|CARTER ONBOARDS STRATEGIC HIRE FOR NORTH TEXAS REGION R. Gore Bolton, P.E., PLS, has joined Texas-based civil engineering firm Jones|Carter as vice president of land development in North Texas. Bolton, originally from Washington, D.C., has 25 years of leadership experience in business development and operational management, specializing in land development services, project financing, capital formation, and due diligence. “We are fortunate to have Gore join our team as he fulfills a strategic role for our North Texas offices,” said Bob Aylward, president and CEO of Jones|Carter. “His past accomplishments ENGINEERING

demonstrate an ability to successfully navigate projects and regulations in a variety of geographies bringing diversity and knowledge that will help our team provide additional quality services to our clients.” Bolton maintains his professional engineer license in six states, including Texas. He is also a Licensed Professional Land Surveyor in both Maryland and Virginia and is a Qualified Forest Conservation Professional in Maryland. Bolton is an active member of numerous organizations including, the National Society of Professional Engineers, American Society of Civil Engineers, American Planning Association, and is a Past Chamber of Commerce President.

“Jones|Carter has a strong and welcoming team that is passionate about their work and community,” said Bolton. “I am excited to collaborate with these talented individuals to use our collective experience to deliver the best quality of work for our clients. We are eager to create new possibilities together.” 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.

PETER ATHERTON, from page 9

Our current growth and supervision models are based on a “one-to-many” approach (check out Part 1 of this series for more on that). The “X” approach is different, and in many ways opposite. We are customizing a mass service. We are essentially taking a service we do for many and making it special for one – a “many-to-one” approach. Successful employee experiences (EX) at all levels today include the following elements: ❚ ❚ The ability to perform; knowing the assignment and what success is, and how that benefits others ❚ ❚ Stretch goals and opportunities aligned with long-term aspi- rations ❚ ❚ Accountability and routine coaching and mentoring ❚ ❚ A connection to the team, project, client, and the mission, vision, and values of the firm ❚ ❚ Having a voice that is safe to be heard ❚ ❚ Being part of something honorable and impactful ❚ ❚ Being encouraged and enabled to win at both work and life and have the tools and flexibility to do so By consistently investing the time and implementing the systems to support these elements, leaders and managers will enjoy the benefits of greater employee engagement, performance, and loyalty. We also establish a platform from which to scale. THE OUTSIDE EFFECT. EX done well lends itself to greater CX and greater firm growth and profits. These are also key components of an ideal in-demand brand that can be designed to help us attract top clients and talent at lower costs. The building of this is the focus of Part 3 of this series. PETER ATHERTON, P.E., is an AEC industry insider who has spent more than 20 years as a successful professional civil engineer, principal, major owner, and member of the board of directors for a high-achieving firm. Atherton is now 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 creator of the I.M.P.A.C.T. process. Atherton 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.

Insert “people skills,” “personal growth,” “purpose,” and “impact” into your training and development package and we get closer. When you provide this, along with competent and trusted leadership and management who are dedicated to achieving excellence as a team with empathy, availability, and flexibility, we have our destination in sight: fully engaged and growing employees producing high value work for clients. “It takes more than just great projects, perks, and pay to engage top talent over the course of a career. And training employees to produce only projects and profit will eventually fall short. Our best talent is both interested in and inspired by more.” THE INSIDE SHIFT. To work, this must all start at the top. Lead- ership needs to believe in, fund, and champion this type of talent investment. This shift can’t be delegated or out- sourced and its implementation can’t be just a part of our “second 40” if it’s to be a catalyst for long-term organiza- tional success. Among the several major demographic and societal shifts we face, there’s been an economic shift. I love the way B. Joseph Pine II and James Gilmore explain this evolution from commodities to goods, services, experiences, and ultimately transformations in their book The Experience Economy . A classic example being what Starbucks did to create a distinctive and attractive experience around a commodity – the coffee bean – over the past several decades. Our industry has generally lagged in the shift to the experience economy, but formal initiatives to understand and design better “CX” – client experiences – and “EX” – employee experiences – are now more common. As we do more “X,” however, we need to be aware of another shift – a mindset shift.

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THE ZWEIG LETTER July 15, 2019, ISSUE 1304

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