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Billing rate

Understanding what people are telling you

According to Zweig Group’s 2018 Fee & Billing Survey of AEC Firms , billing rates for civil engineers have increased by 31 percent over the past nine years, from $97 per hour in 2010 to $127 per hour this year. The lowest billing rates were in 2013, when the hourly fee was $95. OPEN FOR PARTICIPATION zweiggroup.com/survey-participation/

I f you work in an AEC firm as a leader or manager, it’s essential that you learn how to “read” people. Clients, co-workers, partners – they aren’t always completely forthright in their communications. Despite this fact, your success ultimately depends on understanding them. Here are a few things to consider: 1) Slow down – slow way down – on your reac- tion time. Fight the tendency to be thinking of your response while the other person is still talking. You give yourself a much better chance of fully and accurately processing what the other person is telling you by taking your time. 2) Mirror back what you heard. By “mirror back” I mean repeat what it is you heard, what your understanding is of what the other person is telling you. This will give you a chance to clear up any misunderstandings right away. It will also make the other person think you are a better listener. They will like you better as a result. 3) Remember that “feelings” are every bit as important as what is actually said. As a man, I have to constantly remind myself of this fact. Women seem to “get” this idea a lot bet- ter than we do. But the fact is, no matter how logical something may be – whether it’s verbal or written down – it may not reflect how they really feel and, ultimately, that is what matters. 4) Watch facial expressions and body language. It tells you a lot. Does the person look happy or unhappy? Stressed or relaxed? Angry? Un- certain? Conflicted? Defensive? Withdrawn?

“Clients, co- workers, partners – they aren’t always completely forthright in their communications. Despite this fact, your success ultimately depends on understanding them.”

Mark Zweig

F I R M I N D E X AECOM. .................................................2

Aguirre & Fields, LP.................................6

EYP. .......................................................2

MORE COLUMNS xz CONTINUING ED: Client feedback Page 3 xz FROM THE CHAIRMAN: Lessons from the past Page 9 xz GUEST SPEAKERS: A sense of urgency Page 11

Gensler.................................................10

Greeley and Hansen..............................12

LEO A DALY............................................2

OvS. .....................................................10

SVA Architects......................................10

Conference call: Dave Lubitz See MARK ZWEIG, page 2

Page 6

T H E V O I C E O F R E A S O N F O R A E C F I R M S & M A N A G E M E N T C O N S U L TA N T S

ON THE MOVE LEO A DALY EXPANDS FEDERAL BUSINESS GROUP WITH THREE KEY APPOINTMENTS Global planning, architecture, engineering and interiors firm LEO A DALY has expanded its federal business group with three key hires. Michael Huffstetler, promoted from interim corporate director of federal programs, leads a nationwide network of federal-agency client managers, business developers, and marketing professionals, aligning the firm’s planning, architecture, engineering, interior-design, and program-management capabilities to serve federal agencies and industry partners. He is based in the firm’s Omaha, Nebraska office. Huffstetler has 30 years of experience in the AEC industry, including 10 years active duty service in the U.S. Air Force. Since joining LEO A DALY 14 years ago, he has held a number of leadership roles, including international director of operations; national director for Department of Homeland Security programs; and most recently, interim corporate director of federal programs. Previously he served in the U.S. Air Force as a civil engineering officer and architect and subsequently worked as a project manager with AECOM . “LEO A DALY has a long history of delivering design excellence to the U.S. federal government. This is honorable work for us. My mission is to grow our relevancy through committed stewardship to our agency clients as we continue expanding our already broad design portfolio of projects and expertise,” Huffstetler said. Leslie Shepherd has been hired to lead the firm’s General Services Administration market sector. He is based in the firm’s Washington, D.C. studio. Shepherd draws on 28 years of experience in design leadership at the U.S. General Services Administration, and four years in the private sector focused on GSA work. As chief architect of the public building service for 12 years, he was responsible for the design excellence program across 11 regional offices, overseeing

$10.5 billion worth of active projects and $1.5 billion of new projects per year. He served as senior advisor to the administrator and commissioner, and provided national leadership for GSA regarding design and construction policy, quality, and innovation. He joins LEO A DALY from EYP , where he was director of planning. Debra Crafter has been hired to lead small- business engagement for its federal business development team. As small-business program manager, Crafter will engage with and support small businesses partnering with the firm on federal design projects and contracts. She is based in the firm’s Washington, D.C. studio. Crafter draws on more than 25 years of experience in sourcing, procurement, contracts, and management, and a proven track record of partnering with small businesses to grow their capabilities and deliver successful projects to the federal government. She joins LEO A DALY from CenturyLink Government, where she led strategic sourcing and small business programs. LEO A DALY is recognized for its excellence in planning and designing large, complex building projects for the U.S. government throughout the world. The firm is currently engaged in projects for federal agencies including the Department of Defense, Department of Veterans Affairs, Department of Homeland Security, General Services Administration, Department of Justice, Department of the Interior, Department of Energy, and the National Guard Bureau. LEO A DALY is a leader in the design of the built environment, and one of the largest planning, architecture, engineering, interior design, and program management firms in the world. Since 1915, the firm has had an unyielding focus on design excellence to create exceptional spaces that enhance and enrich the human experience. LEO A DALY has more than 800 design and engineering professionals in 29 offices worldwide. The firm’s award-winning, diverse portfolio includes projects in a wide range of markets in more than 91 countries, all 50 U.S. states, and the District of Columbia.

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

Tel: 800-466-6275 Fax: 800-842-1560

Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe Article reprints: For high-quality reprints, including Eprints and NXTprints, please contact The YGS Group at 717-399- 1900, ext. 139, or email TheZweigLetter@ TheYGSGroup.com. © Copyright 2018, Zweig Group. All rights reserved.

MARK ZWEIG, from page 1

These may provide a much better indicator of how someone is feeling versus what they are saying on the surface. 5) Consider the person’s “history” and how that could affect them. Human beings have excellent memories. Their brains process and store everything – even if it isn’t all on a conscious level. Knowing as much as you can about someone’s past can impact your ability to understand what they are telling you. It isn’t a complete picture necessarily, but nevertheless it’s part of the puzzle. Their experience will influence their thinking. 6) Make sure you don’t let your own prejudices and pre-conceived notions influence you to the point that you aren’t paying attention to the “here and now” of what the other per- son is telling you. Not everyone is the same, nor do we all react the same way. It’s good to be able to generalize as a marketer selling something. You have to. But in selling/ managing other people, it can really get you in trouble. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

O P I N I O N

Client feedback

W e’ve all become accustomed to, and maybe a little weary of, giving and receiving feedback these days. You can’t get a ride from Uber or go out to dinner without being asked to do it. You can’t even buy a $6 battery from Amazon without being asked to rate, assign stars, or write lengthy comments about the experience! It’s not always flattering, but hearing from those you work for and with, and acting on it, is key to improving your products and services.

Melissa Swann CONTINUING ED

But we can’t let a fad, a fad that perhaps has run amuck, excuse us from not just offering feedback, but from receiving it from clients. Learning about our performance from the customer’s point of view is of the utmost importance for every AEC firm and, for that matter, any business that exists to satisfy the needs of others. A professional services firm is a personal services firm. We start as human beings whose sincere purpose is to serve other human beings. It’s our obligation to accept their candid feedback on how we did. This means making it easy for clients to provide constructive criticism. And once we hear it, we must act decisively on what was learned. As simple and obvious as this sounds, it is remarkable how often we fall short, both in seeking out feedback and our response to it. Inevitably, we pay the price of our shortcomings with less repeat business and a damaged

reputation. When this happens, sadly, we miss valuable opportunities to improve and grow. “Learning about our performance from the customer’s point of view is of the utmost importance for every AEC firm and, for that matter, any business that exists to satisfy the needs of others.” The great paradox in the science of customer service is that those who have had a problem with a product or service – and when the firm responds quickly and effectively to address the problem – oftentimes are more satisfied than if they’d never had a problem in the first place!

See MELISSA SWANN, page 4

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

4 Zweig Group is among those businesses that exists only to serve our customers. We provide data, a broad range of consulting services, and a comprehensive suite of training and development programs for AEC professionals. We aim to elevate the entire industry – in your eyes, the eyes of your clients, and the eyes of the world! Our success, or failure, depends in large part on what you, our clients, think about how we did. Since this article is all about giving, and more importantly, receiving, feedback – and to take a dose of our own medicine – we thought it might be interesting to look at some of the responses we’ve received from attendees of our events and seminars, and to make a MELISSA SWANN, from page 3 few points on the value of what we learned. “I love the contrast between the data versus the human side.” – Attendee at Leadership Skills for AEC Professionals, Miami Some say our culture is addicted to logical consistency, data, and analytics. This is natural for engineers. But we can’t forget that embedded in human beings is a certain mystery that will never fully conform to our need for logical consistency. However, that human mystery does respond to motivation, creative expression, and to mutual relationships with clients, co-workers, and even new acquaintances. In our work and in the programming of our material, we will always acknowledge the person and his or her human needs. It is intensely gratifying when efforts in this area are acknowledged. “There were too damn many PowerPoint slides!” – Attendee at Business Development Training for AEC Professionals, Miami “The great paradox in the science of customer service is that those who have had a problem with a product or service – and when the firm responds quickly and effectively to address the problem – oftentimes are more satisfied than if they’d never had a problem in the first place!” Indeed, there is such a thing as death by PowerPoint, when our sincere desire to impart all we’ve learned becomes counter-productive. Information overload causes fatigue. We responded to this challenge by counter-balancing formal presentations with more group interaction within the seminars themselves, and social interaction outside the formal training. We also recruited speakers whose expertise and experience falls outside the AEC industry, who in some cases deliver presentations without any PowerPoint slides at all. “I wish all the presenters had PowerPoint from their presentations included in the leave behind.” – Principal at Real Marketing and Branding, Miami

Well, sometimes we all may have a feeling of being “damned if you do and damned if you don’t.” But that can’t dissuade us from doing our best to accommodate all points of view. All points of view are valid. While we make certain compromises to create content that meets the common denominator of interest, we have to keep listening and trying to strike the right balance. We offer individualized programming to meet the individual needs and preferences of people and firms. “It is remarkable how often we fall short, both in seeking out feedback and our response to it. Inevitably, we pay the price of our shortcomings with less repeat business and a damaged reputation. When this happens, sadly, we miss valuable opportunities to improve and grow.” “The project management processes you shared were great, but it doesn’t really help if I’m the only one in my firm who knows them.” – Project Manager at Excellence in Project Management, Boston Here is an example of incredibly valuable feedback that, to be completely candid, we failed to fully understand in our development of an otherwise excellent course. As a consequence of this feedback, Zweig Group took two important actions: 1)Through marketing and incentives, we encouraged firms to send multiple attendees, so that those returning to the job could reinforce each other in implementing new project man- agement processes and programs. 2) We mobilized our team of instructors to conduct training events on-site at the clients’ firms. These in-house training events have proven themselves to be among our most well- received and impactful programs – thanks to the candid feed- back from an attendee. “I wish I had done this seminar about five years ago and won’t let that happen to my team. You will be seeing more of us at other ZG events in the near future!” – Principal attending The Principals Academy, Aspen While we may grow more through negative feedback and constructive criticism, it sure feels good to know when we’ve struck a chord and are doing something right! The best part about Zweig Group’s long history of interacting with, and learning from, the nation’s best performing AEC firms is that we have the opportunity to share these insights, knowledge, and best practices with an otherwise fragmented and isolated industry. Please continue to tell us how we are doing and encourage your clients to do the same with you. We all want to improve – our mutual success depends on it. MELISSA SWANN is the events manager at Zweig Group. She can be reached at mswann@zweiggroup.com.

TALK TO US Are you interested in having your firm featured in our Business News section? Let us know. If interested, please send your press release to sparkman@zweiggroup.com.

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

ZWEIG GROUP 2019 EVENT SCHEDULE

MAR 13-15 27

Successful Successor Roundtable Excellence in Project Management

New Orleans, LA Kansas City, MO

APR MAY JUN JUL SEP OCT

CEO Roundtable Retreat The Principals Academy

10-12 24-25

TBD Dallas, TX

Leadership Skills for AEC Professionals

22-23

Philadelphia, PA

The Principals Academy Real Marketing & Branding for AEC Firms AEC Business Development Training

5-6 20 21

Seattle, WA Chicago, IL Chicago, IL Minneapolis, MN

The Principals Academy

17-18

Hot Firm & A/E Industry Awards Conference

Las Vegas, NV

18-20

Real Marketing & Branding for AEC Firms AEC Business Development Training The Principals Academy

10 11 23-24

Houston, TX Houston, TX New York, NY

NOV 13-14

Irvine, CA Leadership Skills for AEC Professionals

For more information

www.zweiggroup.com/seminars/

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

P R O F I L E

Conference call: Dave Lubitz COO of Aguirre & Fields, LP (Best Firm Multi-discipline #27 for 2018), a 120-person engineering firm based in Houston.

By LIISA ANDREASSEN Correspondent

“I f you haven’t started planning for ownership transi- tion, you’re behind and you should start today,” Lubitz says. “It’s the most critical issue facing growing firms and especially companies of first and second generations.” A CONVERSATION WITH DAVE LUBITZ. The Zweig Letter: The design-build delivery model ap- pears to be trending upward. What are the keys to a suc- cessful design-build project? What are the risks? Dave Lubitz: We’ve been fortunate to work on some of the most impactful projects in Texas through the design-build process. Our delivery model as well as our design-build part- ners have allowed us the opportunity to work on billion-dol- lar mega-projects typically not available for mid-sized firms like us. A unique mindset is imperative to successfully managing all the moving pieces as well as unexpected project changes. Understanding the key driving factors of the owner, con- tractor, and all disciplines is key to success in both the pro- posal and design phases.

We have found that primary risks in design-build efforts are design changes and optimization by the owner and con- tractor. Extensive communication and involvement in early development of alternatives and design procedures allows us to mitigate risks. Establishing quality control protocols as well as holding individuals accountable to following said protocols through regular quality audits, is key to elimi- nating mistakes. It’s equally important to review plans at each submittal stage with a fresh mindset instead of taking for granted that other disciplines may have remained un- changed. Change is the only constant in design-build, so we’re always developing more efficient and automated procedures to pro- actively manage design-build projects. TZL: There are AEC leaders who say profit centers create corrosive internal competition for firm resources. What’s your opinion on profit centers? DL: Our goals are guided by consistently allowing fluid workshare across offices with shared responsibility, care, and success. We perceive profit centers to cause the stifling

THE ZWEIG LETTER Octo

DL: If you haven’t started planning for ownership transition, you’re behind and you should start today. It’s the most criti- cal issue facing growing firms and especially companies of first and second generations. These two steps are imperative: 1) Communicate to your next generation of leaders that their future with the company is vital and equip them with tools to learn and grow. 2) Fund ownership transitions and the commit- ment on both sides (sellers and buyers) with significant overlap and handoff. The critical key to this step is maintaining the financial health of the entire company throughout. TZL: Zweig Group research shows there has been a shift in business development strategies. More and more, technical staff, not marketing staff, are responsible for BD. What’s the BD formula in your firm? DL: Our company vision calls for us to be entrusted by the communities we serve. To achieve this vision, communities must, without a doubt, know and trust our proj- ect managers and project teams to deliver what they expect. Equally important, how- ever, is the leadership our business develop- ment staff provides in the community. All in all, both professional and marketing staff are responsible for the positive experience of every client. “Our purpose as a collective company is serving for the greater good, providing opportunities and paths to what employees are passionate about, and allowing for autonomy in many roles.” TZL: Diversifying the portfolio is nev- er a bad thing. What are the most recent steps you’ve taken to broaden your reve- nue streams? DL: We’ve been providing a large percent- age of our services to Texas Department of Transportation projects. Since TxDOT expe- rienced a near shutdown of projects in 2008 due to funding issues, we diversified our cli- ent base and added services to meet city and county civil and transportation needs as well. In 2015, our Construction Engineering & Inspection group blossomed and now ac- counts for nearly half our revenue. Moving forward, we continue to expand our service See CONFERENCE CALL, page 8

of team cooperation while team-oriented support and integrity equals success for our clients, the public, our employees as well as the company. “Our goals are guided by consistently allowing fluid workshare across offices with shared responsibility, care and success.” TZL: What’s your policy on sharing the firm’s financials with your staff? Weekly, monthly, quarterly, annually? And how far down into the org chart is financial in- formation shared? DL: The financial health of the company is shared with all on a quarterly basis via top and bottom line revenue as well as annu- ally at our all-hands company meeting. We believe that transparency is empowerment and provides clear feedback on financials as it relates to each area of the company. We encourage all to embrace and educate them- selves about business financials and ask questions to grasp the bigger picture of the company’s financial progress. TZL: The talent war in the AEC industry is here. What steps do you take to create the leadership pipeline needed to retain your top people and not lose them to oth- er firms? DL: Above all, we focus on finding and re- taining professionals whose personal pas- sions align with our collective purpose. We hire people with character, competence, and consistency who want to be part of a pur- pose-driven organization and operate as a collective team. Our purpose as a collec- tive company is serving for the greater good, providing opportunities and paths to what employees are passionate about, and allow- ing for autonomy in many roles. We have also recently created a Leadership Academy for our inaugural class of 2018 to help con- tinuously identify and equip our next gen- eration of leaders within the company. To maintain and develop high levels of exper- tise and professionalism, we encourage pro- fessional and educational activities and pro- vide time off with pay for taking E.I.T. or P.E. examinations and other certifications. TZL: While plenty of firms have an owner- ship transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and empower the next generation of owners?

YEAR FOUNDED: 1999 HEADQUARTERS: Houston, TX DAVE LUBITZ: Since joining the transportation structure group in 2009, Lubitz has worked on many projects including bridges, tunnels, parking structures, wireless communication facilities, water and wastewater facilities, and municipal facility management. At the same time, he helped to revamp the firm’s budgeting, scheduling, and strategic business development plan. In 2016, he became one of the company’s five owners. OFFICES: 3 in Texas: Austin, Fort Worth, and Houston; and one in Oklahoma City NO. OF EMPLOYEES: 120 and growing SPECIALTY AREAS: Civil and structural engineering and construction management services for transportation projects, including highways, bridges, water and wastewater structures THEIR CULTURE: Aguirre & Fields seeks to develop employees’ leadership skills through promoting character in the workplace. Leadership results in not only excellent engineering and a strong business, but also strengthened families and communities. This is a tremendous benefit to each of their employees, who have to balance major responsibilities at home and at the office. Problem solving skills developed through character training enable employees to be more productive and advance their careers more rapidly while still maintaining a healthy home life.

ober 29, 2018, ISSUE 1270

CONFERENCE CALL, from page 7

Equal commitment can be observed at the local level of many municipal entities putting forth large bond proposi- tions. Specifically, we have noticed a renewed commitment in the Houston region to deal with flooding problems on a scale we have never seen before. With population growth in our service regions, we also expect residential, commer- cial, water, and municipal service demands to continue to increase. “Our open opportunity atmosphere encourages all to look for leads, develop relationships, and forge paths in serving clients and communities. Innovation has always been a component of entrepreneurship and is highly encouraged.” TZL: Measuring the effectiveness of marketing is diffi- cult to do using hard metrics for ROI. How do you evalu- ate the success/failure of your firm’s marketing efforts when results could take months, or even years, to mate- rialize? Do you track any metrics to guide your market- ing plan? DL: We use a comprehensive and sophisticated CRM sys- tem to track our leads and opportunities. Our collected data enables us to gauge our effectiveness with every potential client as well as the success of project manager pairing. Our proposal team tracks short list and win rates to mea- sure against industry averages and to lead to greater success rates. The collected data plays a critical part in our commu- nication strategy and assists in determining which clients to watch and which segments to target. TZL: They say failure is a great teacher. What’s the big- gest lesson you’ve had to learn the hard way? DL: Our greatest lesson learned over the past few years is re- lated to growing our company, particularly by opening new office locations and adding service lines. In line with com- pany growth, and hiring talented people, we had to learn to continuously provide information and support to our new teammembers, so they can live the Aguirre & Fields’ unique way of doing things. TZL: While M&A is always an option, there’s something to be said about organic growth. What are your thoughts on why and how to grow a firm? DL: We like to grow organically. This perspective allows us to best live our culture and character focus within each em- ployee. Culture is our true differentiator when it comes to finding and keeping talented employees and we want to keep it that way. We’re committed to an ongoing program of character development and training. Character moti- vates achievement by enhancing employee character qual- ities such as punctuality, diligence, initiative, orderliness, and thoroughness. The results are increased efficiency, a decrease in costs, and greater accomplishments. Our view on organic growth is based on encouraging and developing both external and internal relationships and values.

base to provide more holistic solutions for our communi- ties. TZL: The list of responsibilities for project managers is seemingly endless. How do you keep your PMs from burning out? And if they crash, how do you get them back out on the road, so to speak? DL: We strive to provide balance to PM workloads through defined projections and staff assignments using our own proprietary tools. In line with our character mentality, our staff always works as a team and provides support in and across offices. This type of support is possible through con- sistent cross training and cross discipline teaming. Regular lunch-and-learns, cross staff mentoring, training, and technology create efficiency and effectiveness. For ex- ample, we are soon to start our own leadership training pro- gram to enhance communications and management skills of our PMs. Early in their career/development, we allow PMs to experience the full range of PM responsibilities to build understanding and competence across our services spectrum. We ensure staff and PMs know they are never an island and are always supported. Should a PM or staff feel over- whelmed, others will jump in without being asked and pro- vide – not just offer – assistance. We are a team across the board through every level, no questions asked. TZL: What is the role of entrepreneurship in your firm? DL: The company was founded on entrepreneurship and continues to empower employees to invent and innovate. Oscar Aguirre, our CEO, is a creator who, just a few weeks ago, jumped in his car for five hours for a drone photogram- metry flight on a bridge to continue developing our 3D de- sign and visualization services. We foster and support community champions and relat- ed efforts as this is the foundation for “local entrepreneur- ship.” Our open opportunity atmosphere encourages all to look for leads, develop relationships, and forge paths in serving clients and communities. Innovation has always been a component of entrepreneurship and is highly en- couraged. “Above all, we focus on finding and retaining professionals whose personal passions align with our collective purpose. We hire people with character, competence, and consistency who want to be part of a purpose-driven organization and operate as a collective team.” TZL: In the next couple of years, what AEC segments will heat up, and which ones will cool down? DL: The civil and transportation markets in Texas remain strong as the population continues to grow and the state legislature remains committed to funding infrastructure.

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

O P I N I O N

Lessons from the past

I ’ve finally gotten around to reading John Adams , the acclaimed 2002 biography by David McCullough, which was the basis for the 2008 television miniseries on the life and times of the second president of the United States. In a time of polarization and crass tribalism, don’t forget the founding norms of respect and civility. It’ll be good for you, your firm, and your clients.

by the leaders, taking on the job of uniting America around well-thought-out and agreed- upon principles of governance: Rule of Law, a two-house legislature, an elected executive with veto power, and a judiciary made up of judges appointed for life. It’s all there in the Declaration of Independence and Adams’ draft for the Massachusetts Constitution. Granted, those were simpler times with fewer “The principles that come from that generation of Americans had to do with decency as they debated and fought amongst themselves to win – ultimately not for themselves, but for a nation.”

As I read the wonderful quotes from Adams’ writings and journals, along with the insights from other Founding Fathers such as Thomas Jefferson and Benjamin Franklin, I’m struck by the lessons many of today’s leaders need to learn (or re-learn). It’s both instructive and inspirational to see how these men approached, debated, and collaborated as they made the decision to declare independence from England. It is Adams’ brilliance, humanity, and courage that make me wish we had statesmen today with similar levels of civility and respect displayed almost 250 years ago. The principles that come from that generation of Americans had to do with decency as they debated and fought amongst themselves to win – ultimately not for themselves, but for a nation. After all, this was an era filled with much of the same polarization we observe today in a divisive, hyper-political environment. The difference centuries ago was the civility exhibited

Edward Friedrichs

See EDWARD FRIEDRICHS, page 10

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

BUSINESS NEWS SVA ARCHITECTS DELIVERS UNIQUE DESIGN PLAN TO FREMONT UNIFIED SCHOOL DISTRICT FOR HORNER MIDDLE SCHOOL CONVERSION SVA Architects has teamed with Fremont Unified School District to redesign Horner Middle School. Located at 41365 Chapel Way in Fremont, California, the school is converting from a junior high to a middle school serving nearly 2,000 students. What began as a modernization and expansion transformed into a redesign of the entire campus. The Horner Middle School Conversion project demonstrates SVA Architects’ innovation and solutions-driven approach to delivering optimal design to each of its clients. Upon studying the master plan, budget, and constraints of the Horner Middle School Conversion project, the design team realized that a completely new campus could be provided within the budget, using creative site development and design. In the first phase, currently underway, the existing campus operations are continuing as normal while new buildings are being constructed on the playfields. During the second phase, staff and students will relocate to the new buildings, and the existing buildings will be demolished and replaced with new athletic fields. Construction is anticipated to be complete in 2020. Robert Simons, AIA, president of SVA Architects, states, “The opportunity to bring Horner Middle School the latest technology, while accommodating the increase in enrollment as it transitions, was a very

rewarding challenge! Horner is now ready to greet current needs, and is prepared to meet anticipated growth. It was a pleasure working with a solutions-orientated team!” Founded in 2003, SVA Architects has become one of the country’s most innovative and respected design and planning organizations. The award-winning firm specializes in urban planning, architecture, and interior design of public, private, andmixed-use projects. Among the firm’s portfolio are civic, educational, residential, commercial, and mixed-use developments. SVA Architects values institutional and public environments as the foundation of a community and the backdrop against which we live, learn, work, worship, and play. The company is headquartered in Santa Ana with offices in Oakland, San Diego, and Honolulu. OEHME, VAN SWEDEN | OVS WINS INTERNATIONAL LANDSCAPE ARCHITECTURE AWARD FOR TIPPET RISE ART CENTER The American Society of Landscape Architects’ announces OvS is a 2018 Award Recipient for General Design for work on Tippet Rise Art Center. The award recognizes site specific works of landscape architecture. Entries were juried by peers on “quality of design and execution; design context; environmental sensitivity and sustainability; and the design value to the client and to other designers.” This paramount achievement attracts the best work from ASLA members around the world. Tippet Rise, one of the most ambitious

international sculpture parks and music venues ever conceived, is a collection of large-scale sculpture and intimate music performance venues spread throughout more than 10,000 acres. The sculpture collection includes works by Alexander Calder, Patrick Dougherty, Mark di Suvero, Ensamble Studio, and Stephen Talasnik. OvS’ primary objectives were to make the colossal site visually legible, accessible, and sustainable without diminishing its untamed beauty. The firm interwove a complex series of design solutions to determine the location of major programmatic elements, devise a system of pedestrian and vehicular movement, collaboratively design a largely off-the-grid utility infrastructure, and develop a site-renewal process that re-establishes the native prairie and grassland. The interventions seamlessly integrate into the naturally-occurring landforms, yet are designed to capitalize on its topography, vistas, and ecology. Tippet Rise was made possible by Peter and Cathy Halstead, whose extraordinary vision and philanthropy fostered a coexistence of sculpture, music, and sustainable land stewardship. Throughout its more than 40-year history, OvS has designed and built handcrafted, unique outdoor spaces. The firm has received numerous accolades from ASLA, including the 2014 Landscape Architecture Firm Award and a 2009 award for Excellence in Residential Design.

freedom of speech, which naturally promulgates the airing of different points of view. An effective leader doesn’t stifle differing opinions or alternative solutions but directs and coaches with civility and respect, and expects the same from everyone on the team, leading by example. An effective leader challenges the team to think from the clients’ points-of-view. Clients always want to hear about alternative solutions to solving their problem, but they depend on the firm’s leadership to help them sort through the alternatives, listen to their thoughts on the subject, and then guide them to the best approach. This type of leadership – taught and demanded, with healthy doses of respect and civility – is what I believe is the reason for success for firms both large and small. It’s what I experienced at Gensler and what I hope for you and your firm. EDWARD FRIEDRICHS, FAIA, FIIDA, is the former CEO and president of Gensler. Contact him at efriedrichs@zweiggroup.com. “This type of leadership – taught and demanded, with healthy doses of respect and civility – is what I believe is the reason for success for firms both large and small.”

EDWARD FRIEDRICHS, from page 9

people in the country, fewer laws, and minimal regulation. Today, things are more complex, but the fundamentals remain the same – the need for respectful and responsible leadership that sees as a core responsibility the uniting of people around a common cause. It’s not 1776, but we can all take a lesson from our Founding Fathers. So, ask yourself: How is my firm being led? Am I reaching out to guide our people to find common ground when they differ in their approach to client matters and interpersonal relationships in our enterprise? The last thing your clients want to see is squabbling or differences in the project’s direction within your own staff. The first amendment to the U.S. Constitution declares problem, but they depend on the firm’s leadership to help them sort through the alternatives, listen to their thoughts on the subject, and then guide them to the best approach.” “Clients always want to hear about alternative solutions to solving their

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

O P I N I O N

A sense of urgency

For a firm to find the transformative, positive change it’s looking for, leadership needs to be intentional and steadfast in its commitments.

M anagement – planning, budgeting, staffing, organizing, controlling, and problem solving – helps you deliver consistent, predictable results. Leadership is all about establishing direction, aligning inspired people to create change. You need harmony between the two to grow your organization. How’s the balance of management and leadership in your firm?

Greg Kanz

Project-based, professional service firms naturally gravitate toward management. Architecture and engineering firms need to plan, budget, staff, organize, control, and problem solve day in and day out. Leadership, on the other hand, is more risky, laden with lots of ambiguity. Jen Bennett, vice president and office director for Shive-Hattery’s Quad Cities (Illinois) office, says leadership must be intentional. “Creating change takes sustained focus,” she says. “A vision or strategy is implemented with leaders driving the process with discipline over time.” Bennett’s roadmap for change is from John P. Kotter’s book, Leading Change , which outlines an eight-step process for achieving important effects: 1)Establish a sense of urgency. Study the market

and competitive realities, identifying and discussing crises, potential crises, or major opportunities. 2)Create the guiding coalition. Form a team with enough power to lead the change. “Creating change takes sustained focus. A vision or strategy is implemented with leaders driving the process with discipline over time.” 3)Develop a vision and strategy. Your vision and strategies help direct the change effort. Keep your vision clear and easy to communicate. 4)Communicate the change. Constantly communi-

Jen Bennett GUEST SPEAKERS

See GREG KANZ, page 12

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

ON THE MOVE EYAD MIZIAN JOINS GREELEY AND HANSEN AS MANAGING DIRECTOR Greeley and Hansen , a global civil and environmental engineering, architectural, and management consulting firm, has named Eyad Mizian as the new managing director of the firm’s Mid-Atlantic Operating Group. Mizian has more than 25 years of experience in leading engineering teams in the planning, design, and construction of complex water and wastewater projects for major capital improvement programs in the United States and United Arab Emirates. In addition, he has specialized expertise in both national and international environmental policies and water industry regulations. He most recently served as vice president and client account manager with Louis Berger, where he managed large teams to complete major projects and programs for various water utility clients primarily in Maryland, Washington, D.C., and New Jersey.

In his new role as managing director at Greeley and Hansen, Mizian will lead the firm’s efforts to expand business operations in the Mid- Atlantic region with a focus on building solid partnerships with utility clients and developing sustainable solutions to address their long- term needs. He will also direct the overall business operations for multiple Greeley and Hansen office locations in the Mid- Atlantic. “Eyad is a results-oriented leader with vast management experience and technical knowledge in delivering successful water infrastructure improvement programs,” said John Robak, president. “His client-focused approach and proven leadership ability will be vital in helping to position our firm for continued strategic growth in this key Mid- Atlantic market.” A registered professional engineer and attorney at law, Eyad holds a bachelor’s degree in civil

engineering from theUniversity of Rhode Island, a master’s degree in civil engineering from Marquette University, Milwaukee, Wisconsin, and a Juris Doctor in law and government from Widener University, Harrisburg, Pennsylvania. He is a member of the American Council of Engineering Companies of Metro Washington, D.C., serving on the Water Infrastructure Committee. Greeley and Hansen is a leader in developing innovative engineering, architecture, and management solutions for a wide array of complex water, wastewater, and related infrastructure challenges. The firm has built upon over 100 years of proven civil and environmental engineering experience in all phases of project development and implementation to become a premier global provider of comprehensive services in the water sector. Greeley and Hansen is dedicated to designing better urban environments worldwide.

GREG KANZ, from page 11

the last 10 years. Market and competitive pressure spurred six-figure investments in scanning, software, hardware, and training. Land surveyors and tech-savvy staff banded together as a coalition to develop the vision and strategy. “Vision and strategies are sometimes the easy part. Establishing urgency, aligning people, and communicating the change must be done to jump-start the process.” “Being a visual, interactive medium, communication was fun and interactive,” Bennett says. Hand measuring was replaced with 3D scanning over time as designers understood the value. Accuracy and efficiency increased as point clouds captured existing conditions with incredible fidelity. “It’s now standard for us to use 3D scanning during a project,” Bennett says. “The change has been acculturated.” New approaches continue to evolve with drone scanning. Terrestrial and aerial scans are being melded together to give clients a complete view of existing conditions. “This change process took years,” Bennett says. “You can see elements of Kotter’s eight-step approach to making this successful.” As you implement initiatives in your firm, consider Kotter’s eight steps. What does your firm do well and what could you improve? One thing is for certain: Your resiliency as an organization will depend upon your ability to create positive, adaptive change. GREG KANZ, APR, CPSM, is marketing director for Shive-Hattery. He can be reached at gregkanz@shive-hattery.com. JEN BENNETT is vice president and office director for Shive-Hattery’s Quad Cities (Illinois) office. Shive-Hattery is a 400-person architecture/engineering firm with seven offices in Illinois, Indiana, and Iowa.

cate your new vision and strategies with your guiding coali- tion acting as role models. 5)Empower broad-based action. Remove obstacles, change systems or structures that undermine the vision. Encourage risk-taking and nontraditional ideas, activities, and actions. 6)Generating short-term wins. Plan for and create visible improvements in performance. Recognize and reward people who made the wins possible. 7)Consolidate gains and produce more change. Use in- creased credibility to change all systems, structures, and poli- cies that don’t fit together and don’t fit the transformation vision. Hire, promote, and develop people who can implement the change vision. Reinvigorate the process with new projects, themes, and change agents. 8)Anchoring new approaches in the culture. Create better performance through client- and productivity-oriented behav- ior, more and better leadership, and more effective manage- ment. Articulate the connections between new behaviors and organizational success. Develop means to ensure leadership development and succession. “Vision and strategies are sometimes the easy part,” Bennett says. “Establishing urgency, aligning people, and communicating the change must be done to jump-start the process.” Bennett’s 60-person office has made significant investments in 3D scanning technology and talent over “What does your firm do well and what could you improve? One thing is for certain: Your resiliency as an organization will depend upon your ability to create positive, adaptive change.”

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

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