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T R E N D L I N E S W W W . T H E Z W E I G L E T T E R . C O M M a r c h 1 1 , 2 0 1 9 , I s s u e 1 2 8 7

Equity value by profit

The unmanageable employee

E very so often you may find that you have an unmanageable employee. These people share one (or more) of the following characteristics: 1)They accept corrective feedback, seemingly willingly, and then immediately return to the behavior that created the need for that feedback in the first place. It is as if they don’t learn. 2)They are passive/aggressive. They deliberately do things to set up other people for failure by playing dumb and not doing what they know should be done to accomplish the task at hand. 3)They say negative things about the company or their manager, and encourage other people around them to do the wrong thing, or work less or care less than they should, because “the man” is somehow mistreating them (and most everyone else). 4)They create quality problems – either ones that have been solved before, or new ones from do- ing unanticipated things because they are so off the wall. If any of these situations sounds familiar – and you have tried to correct the situation by directly confronting it – it may be time to let that person go. They may have been a loyal employee and it’s never easy, but the reality has clearly evidenced itself. They aren’t going to change. Just consider them as firing themselves. Were it not for their unacceptable behavior, they’d still have a job with you! MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

“If any of these situations sounds familiar – and you have tried to correct the situation by directly confronting it – it may be time to let that person go.”

In Zweig Group’s 2019 Valuation Survey , equity value by profit was calculated for firms and sectioned off into many subcategories. The growth rate of firms was particularly interesting in this study because of the direct correlation between growth and EV/P. Fast-growth firms had a much lower EV/P (2.54) relative to the overall median (3.24), while firms experiencing a decline in growth were on the other end of the spectrum (4.82). Pre-tax, pre-bonus profits typically increase as a firm’s growth rate increases, thereby driving the EV/P down for faster- growing firms. Don’t forget! Participate in a survey and save $320 on any Zweig Group research publication. Visit bit.ly/TZLsp to learn more. F I R M I N D E X A. Morton Thomas and Associates, Inc..12 Geosyntec Consultants...........................4 Greeley and Hansen................................8 Harley Ellis Devereaux.............................4 JLF Architects.........................................2 Liberty Environmental, Inc.....................10 WGI. .....................................................10 Wright Engineers.....................................6

Mark Zweig

MORE COLUMNS xz POP MARKETING: Be yourself and win Page 3 xz GUEST SPEAKER: Business and burgers Page 9 xz GUEST SPEAKER: Employee engagement (Part 3) Page 11

Page 6 Destination employer: Brent Wright

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

BUSINESS NEWS JLF ARCHITECTS CELEBRATES 40 YEARS OF DESIGN EXCELLENCE CREATING LEGACY HOMES IN THE ROCKY MOUNTAIN WEST AND BEYOND Architectural design leader JLF Architects – with offices in Bozeman, Montana; Jackson, Wyoming; and Park City, Utah – is celebrating its 40th anniversary in 2019, honoring four decades of creating timeless, legacy homes and pioneering the art of masterfully incorporating reclaimed materials into contemporary residential projects. JLF launched its pioneering vision in 1979 with the restoration of a log cabin in Montana. Design principal Paul Bertelli and founding architect Jonathan Foote had a plan to reuse the hand- hewn logs from an original homestead building on the ranch owned by Foote’s brother. The team painstakingly dismantled a decrepit cabin, numbered each piece and then restacked the old materials within the design of a new home on the site. The effort honored a past era while moving it forward with thoughtfulness and utility. Before “sustainable architecture” was a trend, JLF Architects was incorporating reclaimed and recycled materials into its buildings. Over the past 40 years, JLF has taken the simple concept of reusing antique materials to another level. The intention isn’t just to recreate the past by recycling old wood and stone; instead, each JLF design reimagines those materials as a contemporary form. “For 40 years we have been pioneers in using recycled components in our buildings,” reflects Paul Bertelli. “We have always believed in sustainability – we believe that the most sustainable thing we can do as architects and builders is to construct houses that last a century or more. We make them with materials that mature, get better with age and require very little maintenance. They are rigorously engineered and extraordinarily structured to be robust and durable so they are ultimately timeless, not trendy.” Evolving from cabins to contemporary architecture, the firm honors regional materials and the natural landscape while integrating them with technology, modern elements of steel and glass, and current design movements. “Our design-build approach has allowed our team to look at the design of each structure holistically to create continuity and quality within architecture,” explains principal Logan Leachman. Growing from two founders to a team of 25, plus innumerable artisans, woodworkers, stone masons, and blacksmiths, JLF has endured as a versatile force within the design-build sector.

Today partners Ashley Sullivan, John Lauman, Jake Scott, and Travis Growney, in addition to Bertelli and Leachman, are all successors to the now retired Jonathan Foote. Weathering decades of come-and-go design trends, quality of materials, technology, and economic swings, JLF remains stalwart as a firm producing custom homes that are authentic, personal, and refined. Their award-winning work dots the landscape of the United States from the Pacific oceanfront to the Western frontier to the Hudson River. In 2000, JLF Architects and Big-D Signature, with offices in Jackson, Wyoming; Bozeman, Montana; and Park City, Utah, joined forces with a shared design-build philosophy. Recognizing the value of craft, JLF was reclaiming vernacular buildings, restoring structures, and restacking stones to reinvigorate architecture in the West. Big-D had been constructing buildings with design integrity for an additional 30 years. Together, their visions emphasized artisans, handcrafted work, and nature as the forces in design, resulting in one-of-a-kind buildings that are anchored in honesty of materials and integrity of place. Over time JLF Architects has cultivated a body of work that is broadly recognized as a standard for timeless architecture. From rustic modern homesteads to houses that elegantly encompass a sense of place to boutique commercial projects, their hallmark of building with integrity is one that stands the test of time. Building timeless structures rooted in integrity and simple elegance, Jackson Hole, Park City, and Bozeman-based JLF Architects applies distinctive solutions and materials to create place-based houses marked by the influences of landscapes from the Pacific coast to the Rocky Mountains to the Eastern Seaboard. JLF Architects’ award-winning perspective is powered by inspired design and an exacting eye for placement, an ethos that stems from a unity of nature, beauty, balance, and imagination. JLF Architects has established a genuine alliance with Big-D Signature, built over 19 years of working together, to create a streamlined design- build process that benefits clients. Winners of Mountain Living magazine’s 2016 Home of the Year, the JLF Architects and Big-D Signature design-build team unites passionate architects with dedicated builders to enable the collective imagination of visionary artisans working with visionary clients.

1200 North College Ave. Fayetteville, AR 72703 Chad Clinehens | Publisher cclinehens@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

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THE ZWEIG LETTER March 11, 2019, ISSUE 1287

O P I N I O N

Be yourself and win

In business development, many missteps can be traced back to a lack of understanding and acceptance of who we are.

T he late great Chris Cornell wrote, “You may win or lose, but to be yourself is all that you can do,” on his band Audioslave’s hit song, “Be Yourself.” Upon release, the rock tune connected on a deeply personal level with people around the world. At our core, we know that being true to ourselves is the first step in growth and true transformation. Professional services firms could benefit from taking a page from Mr. Cornell.

Javier Suarez POP MARKETING

presented to them. The issue is not if we can do the work, but rather have we done this before and are we the right firm to do so? Are we going after care- fully groomed leads or are we implementing a shot- gun approach? Beyond that, if we are developing or at professional services firms can be traced back to a lack of understanding and acceptance of who we are.” “Most minor and major missteps in the course of business development

Most minor and major missteps in the course of business development at professional services firms can be traced back to a lack of understanding and acceptance of who we are. This goes beyond the crucial and often forgotten SWOT (strengths, weaknesses, opportunities, threats) analysis into the deeper territory of our collective consciousness – essentially a living, breathing pillar of our culture. Marketing professionals are in a unique position to steer conversations into business-savvy transactions – who are we and what do we want to accomplish? ❚ ❚ AEC professionals are problem solvers by nature. This presents a wealth of positive junctures but can also prove to be a challenging trait. For starters, there is a primal urgency to decipher any dilemma

See JAVIER SUAREZ, page 4

THE ZWEIG LETTER March 11, 2019, ISSUE 1287

ON THE MOVE HARLEY ELLIS DEVEREAUX NAMES FIVE NEW PRINCIPALS National architecture and engineeringfirm HarleyEllisDevereaux started the year with promotion announcements, including the naming of five new principals within the firm: Gregory Blackburn, Michael Bulander, Jennette La Quire, Jerome Odell, and Christopher Vogelheim. These promotions, as well as elevations of several employees to associate principal and associate, come on the heels of a strong year for the firm. Harley Ellis Devereaux is currently 365 people strong, which includes 44 principals in the firm’s six offices. “The elevation of these five principals is a reflection of the strength and reach of our national team,” says Harley Ellis Devereaux’s CEO Peter Devereaux, FAIA. “We are proud of the talented individuals that fuel this firm and the powerful relationships they build with our clients to produce innovative work.” Devereaux notes that the firm has seen growth and development in a range of sectors this year. “It’s an exciting time in many sectors,” he says. “We are seeing creative design thinking transfer from one area to another, and the cross-pollination makes for exciting public and private projects. As an integrated, multi- disciplinary practice, we are particularly well positioned to optimize the transfer of design ideas from realm to realm.” The new principals:

❚ ❚ Gregory Blackburn leads Harley Ellis Devereaux’s studios for higher education and science and technology in Northern California. Blackburn has led the planning and design of projects on 27 campuses, including six campuses of the University of California. Artfully fusing a building’s technical demands with the generous accommodation of human interaction, he has created new models for enhanced teaching and research space. ❚ ❚ Michael Bulander is a design leader in the Los Angeles office who has brought his experience to a wide array of project types, including LEED and zero net energy facilities. His work develops design solutions that continuously exceed the client’s needs, while focusing on strong sustainable design approaches. He speaks and writes about holistic, high-performance design and is an active member of the AIA Los Angeles’s Committee on the Environment. ❚ ❚ Jennette La Quire leads pre-K-12 and community education facility work in the San Diego office; she builds strong client relationships that produce results firmly rooted in client’s culture and needs. Through her management experience, she brings a depth of knowledge and understanding of the state agencies governing school construction. La Quire is also an adjunct professor at San Diego State University’s interior architecture program. ❚ ❚ Jerome “Otis” Odell is a leader at the firm’s Los Angeles office, with more than 30 years of experience on market-rate, high-rise,

affordable, and senior housing, as well as hospitality projects. His expertise includes facilitation of community meetings and neighborhood forums to achieve consensus among stakeholder groups. His experience in housing gives him a unique perspective on the housing challenges facing California and the nation. ❚ ❚ Christopher Vogelheim is a studio leader in the Detroit office, where leads collaborations with clients in the science, technology, higher education, and workplace sectors. His commitment to the integrity of those collaborations and to creative thinking is evident in consistently superior project results at all scales and degrees of complexity. He embraces evolving conditions and changing contexts and challenges convention to optimize every project. Founded in 1908, Harley Ellis Devereaux seeks creative solutions that have a positive impact for its clients, the community, and the world. Harley Ellis Devereaux has earned a reputation for excellence in all facets of architecture, including design, consulting, engineering and planning services. The firm serves clients in a broad range of market sectors including healthcare, workplace, housing, mixed-use, science and technology, higher education, and pre K-12 and community education from six U.S. offices.

JAVIER SUAREZ, from page 3

❚ ❚ Some work for the strategic plan instead of develop- ing a plan that guides them to win work. So, you ended up with a beautiful document with nice grammar, no typos, detailed key performance indicators, pristine growth percent- ages – congratulations? The exercise should not boil down to completing “a document” and instead it should “document” a sincere look at the firm’s current reality and how it informs an effective path forward to achieve success. “The best prescription in our quest to avoid going too deep into the wrong forest is to accept what we see in the mirror and trust that we can use the right tools to effect positive change.” Author James Altucher wrote, “Honesty is the fastest way to prevent a mistake from turning into a failure.” The best prescription in our quest to avoid going too deep into the wrong forest is to accept what we see in the mirror and trust that we can use the right tools to effect positive change. Now, go forth and rock. And be yourself! JAVIER SUAREZ is the central marketing and sales support manager with Geosyntec Consultants. Contact him at jsuarez@geosyntec.com.

maintaining long, healthy business relationships, referring work will go a long way with both clients and colleagues. ❚ ❚ Personal often trumps comprehensive when talking about capabilities. Our fellow technical gurus are somewhat constrained to narrow comfort zones. Have you ever wit- nessed the painful scenario of a geotechnical engineer trying to explain the firm’s capabilities in vapor intrusion? We all must learn two rules of thumb: 1) Let’s do our homework and truly learn what our firms have to offer. 2) It is perfectly fine to tell a potential client that you will have an expert contact them to discuss their issues in de- tail. Let’s embody being a “consultant” and facilitate the effective pairing of client with practitioner, even when it is not you. ❚ ❚ Most vision and mission statements are fill-in-the-blank exercises. Try this out: Read the statements from four simi- lar firms – go ahead, take a few minutes and do it. How about that, eh? You can copy/paste them into any of the websites, include them in any of the firms’ branded collateral and, for the most part, everything stays intact. Why not avoid the traps of doing things like they have always been done and craft statements that are unique to who you are? Be yourself!

THE ZWEIG LETTER March 11, 2019, ISSUE 1287

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THE ZWEIG LETTER March 11, 2019, ISSUE 1287

P R O F I L E

Destination employer: Brent Wright Founder and CEO of Wright Engineers (Best Firm #1 Structural for 2018), a Vegas- headquartered firm where perfection is the goal but excellence is tolerated.

By LIISA ANDREASSEN Correspondent

“I n 21 years, I’ve only had to terminate one long-time leader who, over time, began to behave entitled and above the rules,” Wright says. “I tolerated it much longer than I should have. Everyone in the company knew he need- ed to go. When he was terminated, it was like a heavy steel ball had been cut loose.” A CONVERSATION WITH BRENT WRIGHT. The Zweig Letter: Engineers love being engineers, but what are you doing to instill a business culture in your firm? Brent Wright: If I have one complaint about engineers, it’s that they love engineering so much that they have a ten- dency to neglect that other “dumb stuff I gotta do” like con- tracts and invoicing and managing the business side of the project – all the other stuff that’s necessary to be a profit- able business. We share our financial numbers for the com- pany, for each office, for each department, and for each proj- ect. We train our people carefully and often about business practices. Profit sharing is directly tied to our business per- formance and everyone sees the numbers for that. Each PM

knows he/she is responsible for the profitability of their project and their project is not done until we’ve been paid. TZL: A firm’s longevity is valuable. What are you doing to encourage your staff to stick around? BW: From day one, part of our company vision has been to be a destination employer. The last thing we want to do is train the best and brightest so they can leave us and join (or become) our competition. Of course we do our best to offer pay and benefits and perks that are representative of a des- tination employer, and we’re constantly looking for ways to improve, but we also focus on profits. You need to be prof- itable to afford the best and we focus on training since the best and brightest want to continually learn. We also fo- cus on growth and advancement opportunities and on do- ing excellent work that will challenge and be interesting. We regularly hold fun company events where team members can bond. Our monthly one-on-ones help each team mem- ber to reach their career goals. TZL: Do you tie compensation to performance for your top leaders?

THE ZWEIG LETTER Mar

BW: Our profit sharing program is directly tied to the performance of each office, and the amount is significant for principals. Those who fail to meet performance goals get nothing. Those who exceed their goals receive higher profit share. “Our first choice is always to promote from within. We know those who’ve ‘grown up’ with us. We know we can trust them, we know they’re a great cultural fit, and we know they don’t have to get rid of any bad habits.” TZL: Describe the challenges you’ve en- countered in building your management team over the lifetime of your leader- ship? Have you ever terminated or de- moted long-time leaders as the firm grew? How did you handle it? BW: In 21 years, I’ve only had to terminate one long-time leader who, over time, be- gan to behave entitled and above the rules. I tolerated it much longer than I should have. Everyone in the company knew he needed to go. When he was terminated, it was like a heavy steel ball had been cut loose. Financial performance immediate- ly improved as did the overall office atmo- sphere and morale among principals. Sev- eral commented that it should have been done long ago. It reaffirmed what I already knew – keeping the wrong people around is bad for all the right people. TZL: How do you promote young and new leaders as the firm grows? BW: Our first choice is always to pro- mote from within. We know those who’ve “grown up” with us. We know we can trust them, we know they’re a great cultural fit, and we know they don’t have to get rid of any bad habits. A person’s position in our firm is based on their capability and per- formance and desire to excel, regardless of their tenure. Most of our principals joined us right out of college. We try to create op- portunities for everyone who has the de- sire and ability to become a leader. TZL: With technology reducing the time it takes to complete design work, how do you get the AEC industry to start pricing on value instead of hours? BW: I think the notion that AEC servic- es are undervalued is as old as the indus- try, and it’s partly a self-inflicted shot in

the foot. For every established firm with a substantial and loyal client base that is willing and able to charge a fee commen- surate with the value it provides, there are dozens of less established firms that feel they must rely on low fees to bring in new business. There are exceptions, of course, but much of the market has generally been conditioned to think of AEC services as a commodity to be purchased from the low- est bidder – and we as an industry allow it to happen. I don’t know how to change that. TZL: In one word or phrase, what do you describe as your number one job respon- sibility as CEO? BW: Chart the course and lead the way. TZL: What happens to the firm if you leave tomorrow? BW: We have a leadership transition plan in place with seasoned leaders who would seamlessly continue our momentum. TZL: There is no substitute for experi- ence, but there is pressure to give re- sponsibility to younger staff. What are you doing to address the risk while pur- suing the opportunity to develop your team? BW: Younger staff are capable of doing a lot when they’re given proper training, re- sources, and guidance. Our young engi- neers are given smaller projects where they are the PM, and they’re also given oppor- tunities to work as a member of a team on larger projects. They’re assigned a mentor who conducts monthly one-on-ones, and they work closely with experienced en- gineers who provide close oversight and guidance. We give them as much respon- sibility as they can handle just as soon as they’ve shown us they can handle it. “We’ve developed a student loan assistance matching payment plan where we match their payment dollar for dollar TZL: Benefits are evolving. Are you offer- ing any new ones due to the changing de- mographic? BW: At the Hot Firm + A/E Industry See DESTINATION EMPLOYER, page 8 up to an annual maximum. We rolled out the program in January.”

YEAR FOUNDED: 1997 HEADQUARTERS: Las Vegas OFFICE LOCATIONS: Four – Las Vegas, Phoenix, Salt Lake City, and Irvine, CA. NO. OF EMPLOYEES: 65 BRENT WRIGHT: As CEO and founder of Wright Engineers, Wright sets the vision and direction of the firm and champions creative efforts to ensure that the company remains a preferred consultant, destination employer, and industry leader. On a lighter note, he’s also the creator of Right Brain, a cartoon that highlights the quirks and craziness of engineers, architects, builders, and the construction industry. THEIR MOTTO: “Perfection is our goal. Excellence will be tolerated.” WHAT THEY’RE PROUD OF: Wright Engineers has been recognized nationally as both one of the nation’s fastest growing engineering firms and as one of the best firms to work for. GIVING BACK: Wright is working to help fight cancer. Wright team members contribute each week through payroll deduction and Wright Engineers makes a matching donation. SERVICES: Structural engineering and MEP (California only). MARKETS: Office, industrial, healthcare, public, hospitality, military, residential multi-family, residential tract, residential custom, retail, retail roll-out, parks and recreation, bridges, culverts, walls and pools, education, restaurants, and religious

rch 11, 2019, ISSUE 1287

ON THE MOVE GREELEY AND HANSEN NAMES NEW EXECUTIVE VICE PRESIDENT Michael J. Hope has been named Executive Vice President of Eastern Operations for Greeley and Hansen , a global civil and environmental engineering, architectural, and management consulting firm focused exclusively on serving the needs of the water sector. In this role, Hope will have overall responsibility for leading all of Greeley and Hansen’s eastern- based operating groups. He will also serve as a member of the firm’s Executive Management Team. “Mike’s proven project engineering expertise, strong client relationship skills, and his direct previous experience in effectively managing the diverse business aspects of Greeley and Hansen’s North Atlantic Operating Group

make him distinctly qualified to take on this key leadership role for our firm,” said John C. Robak, president of Greeley and Hansen. “Without a doubt, his strong management capabilities, and his genuine focus on building solid relationships with clients will provide the continued momentum to achieve our long-term growth objectives for our Eastern Operations.” Hope is a registered professional engineer and a New Jersey Certified Municipal Engineer with a bachelor’s degree in civil engineering from Widener University. He is actively involved in a number of professional organizations, including the American Water Works Association, American Society of Civil Engineers, and New Jersey Water Environment Association. He is a Past President of the New Jersey Society of Professional Engineers

and has served in officer and committee roles for other organizations, including the New Jersey Department of Environmental Protection Advisory Committee for Standards for Individual Subsurface Disposal Systems. 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.

The Wright Engineers team enjoying time away from the office.

TZL: How are the tax cuts impacting your business? Have salaries and bonuses increased? BW: We’re waiting to see how the tax cuts will affect us, but so far we have not noticed any benefit. Maybe it’s because of the double-digit increases in health insurance premiums, rising prices for software and hardware costs, and other ris- ing costs. Yes, salaries and bonuses have increased, but it hasn’t been driven by any tax cuts. “From day one, part of our company vision has been to be a destination employer. The last thing we want to do is train the best and brightest so they can leave us and join (or become) our competition.”

DESTINATION EMPLOYER, from page 7

Awards Conference in Dallas last year, none of the Best Firms To Work For had a student loan assistance program, and I never thought we would do something like that. But I came back home and started doing some research and re- alized that this is a big deal and that we could actually do something very meaningful. So, we’ve developed a student loan assistance matching payment plan where we match their payment dollar for dollar up to an annual maximum. We rolled out the program in January. TZL: How are the tariffs impacting your business and that of your clients? BW: News stories claim that tariffs on steel and lumber have led to increases of 25 to 40 percent for steel and $9,000 per single-family house; $3,000 per multi-family unit. It’s hard to see if these price increases have slowed construction.

THE ZWEIG LETTER March 11, 2019, ISSUE 1287

O P I N I O N

Business and burgers

It might seem far fetched, but it’s true. AEC firms can learn a thing or two from the fast- food industry.

I watched a movie the other day that I enjoyed for all the wrong reasons. The movie was The Founder , and its plot centered on Ray Kroc, the legendarily opportunistic entrepreneur who took the McDonald brothers’ idea for an efficiently-run burger stand and transformed it into a global food brand, virtually creating the fast-food industry in the process.

David Coyne GUEST SPEAKER

an otherwise nondescript burger stand in San Bernardino, California, producing burgers and shakes with the assembly-line mechanics of a Ford auto plant. And the results were similar – a good- quality product delivered quickly and cheaply. By far the most interesting scene in the movie “All professional services firms can embody these efficiency models to their own business, just as the McDonald brothers did more than 70 years ago.”

Kroc had a rare talent for deals, and the movie primarily chronicles his empire-building in this light. But I was instead transfixed by a core concept that could still have relevance to us in the AEC industry, all these years later. In fact, it’s what actually drove Kroc to expand the business model in the first place – the efficient operational design accomplished by the McDonald brothers a decade earlier. By all accounts, process efficiency was not a new idea by the mid-20th century. Operational design had formed the basis of successful business empires of all types dating back to the Industrial Revolution, but what the McDonald brothers accomplished was the application of such efficiencies to food service. Here it was,

See DAVID COYNE, page 10

THE ZWEIG LETTER March 11, 2019, ISSUE 1287

ON THE MOVE WGI ANNOUNCES GEOSPATIAL SCIENTIST AND INDUSTRY EXPERT ROBERT HANSON JOINS FIRM Robert Hanson is joining national design firm WGI as vice president – geospatial. Hanson’s hire is a move identified in the company’s stra- tegic growth plan, and Wantman and WGI’s President, Gregory Sauter, are putting the best person in place to meet aggressive goals for creating divisional growth through the applica- tion of a wide array of geospatial technologies. “Bob has spent his entire career leading the evolution of the geospatial profession, from U.S. Army Topographic School in the 1970s and NOAA National Ocean Survey Bathymet- ric Compilation Training in 1980, through close to four decades of the application of every new technology, up to his last position as chief sci- entist and industry expert for a large, interna- tional firm,” says David Wantman, CEO. As a chief scientist and industry expert, Han- son was charged with the examination of ap- plications developed in-house for a specific purpose using geospatial technology. Working with teams of professionals and subject-matter

experts, he assessed the business potential beyond the project-level for application/tech- nology innovation, based on its uniqueness, applicability as a technical solution within the marketplace, feasibility of scaling the innova- tion to national markets, and the ROI analysis with development and investment stages. It is this level of operative expertise and de- velopment of future revenue streams that at- tracted WGI. In addition, Hanson led the firm’s capital investment in sensor-based technolo- gies and formed a LiDAR Center of Excellence for operation/delivery of projects using Mobile LiDAR, LCMS for pavement distress, and UAS. He led work on notable large and com- plex transportation and infrastructure projects across the nation. “WGI’s strategic goals for its Geospatial Divi- sion are ambitious, and its investment in le- veraging ‘Tomorrow’s Technology Today’ is very exciting to me. The combination of my experience, and WGI’s similar commitment to efficiency and technology will rapidly increase WGI’s presence as a national leader in geo-

spatial services,” says Robert Hanson. “And I am ready to relocate back to Florida after so many years in Pennsylvania.” Noted Gregory Sauter, “We’re absolutely com- mitted to advancing the cutting-edge tech- nologies that are transforming how we envi- sion, design, and deliver infrastructure. That provides WGI with a special opportunity to fol- low the example and experience of someone highly qualified to assist in the execution of our 2025 vision of market leadership and revenue derived from innovation and technology. We welcome Bob and his commitment to evolu- tionary thinking.” As a multidisciplinary solutions-providing con- sulting firm, WGI has 18 offices in six states, serving an active client base in more than 30 states, specializing in land development/ municipal engineering, traffic and transporta- tion engineering, parking solutions, geospatial services, subsurface utility engineering, struc- tures, landscape architecture, environmental sciences, architecture, land planning, MEP engineering, and creative services.

DAVID COYNE, from page 9

to adhere to older models that ignore key concepts such as skill specialization or speed of deliverables. And to be fair, we’re not exactly dealing with French fries and chocolate shakes. But we should ask ourselves some hard questions: ❚ ❚ Are we determining which processes result in the fewest con- flicts and collisions? When and how do we get in each others’ way, impeding our work? ❚ ❚ Do we understand where our materials, labor and expenses really go, and how they combine to form the products or de- liverables we create? Can those elements be quantified and controlled, like ketchup and pickles on a bun? ❚ ❚ Are the concepts of high quality and speed of deliverables re- ally mutually exclusive? Or do we simply need to adopt the right modern technology to accomplish both? ❚ ❚ Are we making sure our ideas are carried out by the right people, with the right training and tools? Do we assign writ- ing tasks to skilled writers, graphics to designers, and client relationships to our best communicators? I’ll admit that applying concepts associated with McDonald’s to an AEC firm could be viewed by some as undesirable; or at the very least, reflecting a diminished value of service through a soulless mechanical process. But from an operational viewpoint, I propose the contrary – that all professional services firms can embody these efficiency models to their own business, just as the McDonald brothers did more than 70 years ago. Those that do are poised for profits and growth, regardless of what anyone wants to say about them. Simply put, if striving for these ideals means that I’m a “McDonald’s man,” then I’m in. Or, perhaps more appropriately: I’ll have the combo meal, please. DAVID COYNE is a principal and the COO of Liberty Environmental, Inc., which provides environmental consulting and engineering services to clients across the United States. Coyne can be reached at dcoyne@ libertyenviro.com.

is a recollected vignette depicting the footprint of the planned restaurant being drawn to scale in chalk on a tennis court. Then, like dancers taking the stage at the direction of Dick McDonald, the staff executes a ballet of food preparation. A pivot here, a swing there, precisely measured and adjusted to avoid collisions and maximize speed. Everything is composed and arranged, down to the exact number of pickles per burger (it’s two, if you’re wondering). When an early layout results in bumps and crashes, the whole thing is erased and redrawn with improvements informed by the rehearsal. It’s more than just choreography; it’s the mechanical design of an operational process, albeit in human movement. Through all of Kroc’s single-minded deal-making in the years that followed, the core of the brand’s success remained its efficient process model, as established on that humble tennis court. Nobody thought to apply mechanical process efficiency to a burger stand until the McDonald brothers thought to do so in the 1940s, and the resulting benefits couldn’t have been clearer. But yet, 70-plus years on, we in the AEC and professional services fields tend to strongly resist the notion that operational efficiencies can improve our business. For some reason, we shy away from business models that encourage profits or cost control, preferring “For some reason, we shy away from business models that encourage profits or cost control, preferring to adhere to older models that ignore key concepts such as skill specialization or speed of deliverables.”

THE ZWEIG LETTER March 11, 2019, ISSUE 1287

O P I N I O N

Employee engagement (Part 3)

W e generally know and accept that managers have the greatest day-to-day impact on employee engagement. Yet, even our best managers are increasingly pressed and finding it harder to navigate and do right by their clients, their people, their organizations, and themselves. Strong emotional intelligence, empathy, and the ability and capacity to engage the ‘whole person’ move teams and projects forward.

Peter Atherton GUEST SPEAKER

For most, workloads continue to rise. Budget, schedule, and resource constraints continue to consume. Employee engagement is down. Overwhelm and burnout is up. Career pivoting is more common. Hoping for better, while adding more “doer” and “seller” goals is not the ideal strategy for ongoing success. As top managers become more scarce, high- potentials demand more, and we realize that our current approach doesn’t scale, we must take inventory of what we really need to succeed and what we’re up against so that we can design pathways to win. WHAT WE NEED. We expect managers to do a lot. In most organizations, managers are at the cross- roads of our business success day-in and day-out

in terms of: profit and loss, client satisfaction, risk mitigation, and employee engagement. If we are honest, we know there are gaps. We know there is often little training to understand and practice the art and science of business and functional management. We also know there is even less in terms of people and mission management – the “liquid” that moves us forward, and the “mortar” that holds us all together. Not fully acknowledging and filling these gaps is what results in overload, ineffectiveness, and frustration. WHAT WE’RE UP AGAINST. Management is messy by its

See PETER ATHERTON, page 12

THE ZWEIG LETTER March 11, 2019, ISSUE 1287

BUSINESS NEWS A. MORTON THOMASANDASSOCIATES, INC. IS NOW A 100 PERCENT EMPLOYEE-OWNED COMPANY A. Morton Thomas and Associates, Inc. has announced that, effective December 2018, the firm has transitioned to 100 percent employee- owned through an ESOP. Established in 1955, AMT is a multi- disciplined engineering firm with more than 525 employees in 20 offices across the Mid- Atlantic and Southeast regions. Ranked No. 204 among ENR Top 500 Engineering Firms, AMT has been recognized as one of the best

firms to work for by Civil Engineering Magazine , Zweig Group Hot Firms List, The Washington Post , Baltimore Sun , and Richmond Times Dispatch . “The ability to maintain control within current ownership and senior management while providing all employees with a vested interest in the company was very important to AMT,” said firm President Mike Wiercinski, P.E., P.S. “An ESOP allows us to reward our dedicated and loyal employees with additional benefits from the company’s stock as well as an incentive

to continue building a high-performance ownership culture.” AMT provides multidisciplinary services including engineering, environmental, landscape architecture, surveying, and construction administration and inspection on a regional basis to a variety of public and private clients. AMT strives to deliver high-quality, environmentally friendly, and sustainable projects that are both timely and cost-effective.

PETER ATHERTON, from page 11

managers also need high-levels of people and mission acumen. Strong emotional intelligence, empathy, and the ability and capacity to engage the “whole person” (not just an employee, team member, or client contact) are key “people skills” that help move teams and projects forward. The most effective managers are also able to articulate and align project performance with individual, team, client, and organizational goals, as well as their overall missions, to bond and to protect themselves and the team. These “new era” people and mission skills are basic human relationship and empowerment-based skills that we have either undervalued or lost in the name of efficiency and productivity. These skills are, however, more akin to the second part of Clarence’s quote related to earning a person’s enthusiasm, initiative, loyalty, and devotion – which epitomize the goals and the benefits of employee engagement today. MOVING FORWARD. For most organizations, now is the perfect time to redesign our project management training and in- centive systems. Time is of the essence, however, particu- larly in terms of employee engagement. The facts remain that: ❚ ❚ Most managers continue to be promoted based on their tech- nical skills. ❚ ❚ Employees most often leave managers, not organizations. ❚ ❚ The relationship with one’s direct supervisor is 70 percent of the variance on employee engagement. If we want to reverse trends and realize new growth, we need our managers to be able to engage and excel in both new and old ways. When managers win, we all win – leaders, managers, employees, organizations, and all those we serve. Let’s start to win. 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.

nature. It’s where “the rubber hits the road.” It’s where clarity and consistency are coveted, and where proactive planning and effective follow-through is profitable. What works for one client, project, and team, will not necessarily work for the next. Our managers need to be aware and agile, and have the capacity to concentrate, contemplate, and to care. That’s a lot, but there’s more. Whether due to a lack of training, sheer workloads, competition, or proposal promises, our managers often have less control than they should in terms of project scope, budget, schedule, available resources, and client expectations. At the same time, we have added to their workload. “Doer- seller” aspirations require our managers to know more and do more in terms of client service and selling. Managers need to successfully execute the project at hand while helping to sell and position us for the next one. They are also expected to build an internal team in the process. In essence, we are asking our managers to “see, grow, and maintain both the forest and the trees” with increasing pressures, expectations, and constraints. We do need to take action, but it doesn’t need to be overwhelming. Being grounded in reality sets our foundation and enables us to design better paths for managers that work best for us. Engaging managers with what they need and want is a critical first step. BACK TO THE FUTURE WITH A “MODERN” TWIST. As an industry, most of us need more “traditional” management skills around scope, schedule, and budget. We also need to develop and adhere to more appropriate standards, policies, and proce- dures. Such training and resources increase our business acumen and our ability to enhance profits and minimize risk and loss. These types of skills are essential, but they alone are not enough to succeed today. They are akin to the first part of Clarence Francis’ well known and timeless “Philosophy of Management” quote related to buying a set amount of a person’s time, presence, and actions. High-levels of client satisfaction and employee engagement require different skills. To succeed here, our

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