TZL 1322

BUSINESS NEWS FISHERMEN’S COMMUNITY HOSPITAL, PART OF BAPTIST HEALTH SOUTH FLORIDA, CELEBRATES GROUNDBREAKING Baptist Health South Florida and Robins & Morton celebrated the groundbreaking of the new Fishermen’s Community Hospital in Marathon, Florida, in September. “Robins & Morton is proud to continue the partnership with Baptist Health and the opportunity to give the community of Marathon a healthcare facility that meets the high standards they have set forth,” Johnny Sturkie, division manager for Robins & Morton, said.

The project’s scope includes a complete 38,000-square-foot replacement hospital with a rooftop mechanical room. Because of the powerful hurricanes the Middle Keys face, the project will be designed with an impact-resistant glazing system, a strong core of durable tilt-wall concrete and removable flood barriers to keep storm surge out of the building. Additionally, the facility will be built at a higher elevation to further combat damage in the event of flooding. Marathon’s former hospital was severely damaged during Hurricane Irma and was shut down. In its place, a modular facility is currently

in use and will remain operational throughout construction. Construction is slated for completion in 2021. Robins & Morton is a privately-held, innovation-driven construction firm committed to Building with Purpose. Since 1946, the firm has built a reputation as a trusted advisor to clients nationwide by cultivating a high- performing team that values integrity, safety, and innovative thinking. Robins & Morton is based in Birmingham, Alabama, with additional offices in Charlotte, North Carolina; Dallas, Texas; Huntsville, Alabama; Miami and Orlando, Florida; Nashville, Tennessee.

PETER ATHERTON, from page 11

In contrast, building our business based on people and purpose is a strategy for continuous growth. Done well, focusing more of our attention on people and purpose makes it much easier for us to win projects and achieve higher levels of profitability – especially during transitions and downturns. Check out Part 1 and Part 2 of this series to learn more about what it means to believe in and invest in people and purpose. WALKING THE TALK. Leading transformation to win in the new era is ultimately about action – doing new things to realize greater outcomes. Leaders and organizations that invest the time and resources to think about, design, and execute a strategy with the right focus on projects, profits, people, and purpose are best positioned to succeed – to generate greater growth and profits through greater employee engagement and work with greater meaning and purpose (See Part 3 of the series for more specific steps on this). Winning today is about serving others and providing value. Both are good. They always were and always will be. For many of us, our walk will need to include developing a serve-first mindset. We also need to develop the skills and the systems to deliver the right kind of value at the right time. Doing so is transforming and also produces the highest level of economic value – greater than our differentiated products and well-designed employee and client experiences. Following these steps establishes a culture of engagement and trust and positions us to realize both our personal peak and collective impact at the office and beyond. PETER ATHERTON, P.E. is an AEC industry insider who has spent more than 24 years as a successful professional civil engineer, principal, major owner, and member of the board of directors for a high-achieving firm. Pete 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. Pete is also host of The AEC Leadership Today Podcast. Pete 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.

shareholder interests is known. It also sets the benchmark for how others will perceive us moving forward – including the talent and clients we seek to attract, engage, and retain. In this context: ❚ ❚ How do you and your organization compare? ❚ ❚ Have you stated a similar commitment? ❚ ❚ Do all your actions align? “Done well, focusing more of our attention on people and purpose makes it much easier for us to win projects and achieve higher levels of profitability – especially during transitions and downturns.” BEGINNING WITH BELIEF. Our first step as leaders is to know what we believe. Our values, actions, and outcomes will always be tied to our beliefs. If we as leaders and members of leadership teams truly believe in our stated “mission, vision, and values,” there is congruence. If not, there’s a further erosion of trust and a high likelihood of strategic plan stagnation. Most of us have been “raised” to believe in projects and profits, but do we also believe in people and purpose? For most of our careers, it was engrained that talent is a “resource,” people skills are “soft,” and employee engagement is just a “thing.” As leaders, we need to take the time to investigate and draw our own conclusions about what we truly believe and how to leverage that to win in the new era. We also need to learn to look more long-term. We need to realize that, as essential as projects and profits are to our success, they have a limited “shelf-life.” No matter how big or important a project is for our career or for our organization, it eventually ends. Similarly, profits in any given year are eventually distributed and spent.

THE ZWEIG LETTER December 2, 2019, ISSUE 1322

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