TZL 1305

ON THE MOVE MEGHAN HOLLAN JOINS CR ARCHITECTURE + DESIGNASVICE PRESIDENT OF HUMANRESOURCES CR architecture + design announced that Meghan Hollan has joined the firm as vice president of human resources. Hollan has led human resources at several local companies in a variety of industries, focusing on talent acquisition and leadership and organizational development. As vice president of human resources at CR, Hollan will lead all aspects of human resources for the firm including best practices around talent acquisition, retention, development and training. She will also be responsible for all aspects of compensation and benefits

and play a key role in the evolution of the company’s culture. Hollan will be based out of the firm’s Cincinnati headquarters and report to its President, Bill Dandy. “Our success is driven by the talent and innovation of our teams and their ability to serve our clients. Meghan’s organizational development expertise will be key as we continue to positively cultivate our team, skills and culture,” said Dandy. Hollan is a dedicated HR professional with involvement in both local and national industry organizations. She is a Society for Human Resource Management Senior Certified

Professional, SHRM Ohio Conference Committee Chair and national SHRM and Greater Cincinnati HR Association member. She is also involved in local community endeavors, including being a past March of Dimes board member. Hollan is a graduate of Northern Kentucky University. CR’s clients engage with architecture, interior design, and MEP professionals across offices in Cincinnati, Dallas, Denver, Minneapolis, Seattle, and Washington, D.C. CR has developed a national portfolio of projects in the retail, hospitality, government, higher education, K-12, commercial, housing, and senior living markets.

PETER ATHERTON, from page 9

retention, what are some ways to design and customize your employee and client experiences to guide positive change? The following elements can be part of a transformation strategy: ❚ ❚ Coaching, mentoring, training, and employee resource groups ❚ ❚ Corporate impact and community service learning ❚ ❚ Solutions design ❚ ❚ Thought leadership IMPACT. Impact is the difference we make in the world and in the lives of others. Our desire for impact today extends across generations, demographics, and disciplines. Impact attracts, and as an industry we make an incredible impact every day. That is something we should be proud of and talk about much more than we do. But what about our impact on a firm level? What specific difference do we make? And how does that inspire those within and outside of our organization? There are countless ways to do so, but the reality is that our impact on a firm level needs to extend beyond our projects to help us differentiate and build an in-demand brand. This impact needs to reach well beyond our business and into the heart of an inspired and active mission and vision. Between establishing culture, increasing connection, designing transformation, and inspiring impact, there’s a lot that goes into building an in-demand brand. Unfortunately, for that very reason many firms either won’t start or follow through. This, however, presents an ideal opportunity for growth-oriented leaders and firms to stand out as they position themselves to win more through the challenges of today and the changes of tomorrow. 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.

our different parts when stressed, and it connects us to a larger overall design and purpose. As with business strategy and employee engagement, training, and development, leaders must be “all-in” on establishing and maintaining the right culture – the type our best talent and ideal clients want to invest in and be associated with every day. “Having a successful business and engaged employees are critical inputs, but ultimately it will be our culture, our connections, and our ability to transform and create impacts that positions us to win in ways others cannot.” CONNECTION. We may have more “connections” today, but so many of us feel less “connected.” Our ability to form and maintain meaningful relationships at the office and beyond has been compromised – often in the name of production and efficiency. There is a widening gap between the connections and the experiences we want and those we have. The same is true for our best talent. Designing our business process and talent development systems to increase connections in the following areas adds value, depth, and appeal to our brand. They can also be platforms to help share our message to establish and elevate our brand: ❚ ❚ At the office ❚ ❚ Within the industry ❚ ❚ Outside of the industry ❚ ❚ At home and in our community ❚ ❚ With ourselves TRANSFORMATION. Transformation happens when we are changed in some way by an experience. It is the highest level on the evolutionary economic model. In terms of building our brand and promoting loyalty and

THE ZWEIG LETTER July 22, 2019, ISSUE 1305

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