8 than if we’d have taken a more complex or siloed approach. These early victories and partnerships have paved the way for the development of the full-blown stormwater utility asset management system it is today. TZL: Your work in the Methow River Basin is fascinating. The systems you set up will be of use to a lot of people in the future. What motivates you when you undertake a project that will have a broad community impact? PW: I’m sure I’m not alone in feeling lucky to work in a field that offers as many opportunities to make broad community impacts. This GIS and database project helps community members and planners forecast water use to make watershed and development decisions. In terms of motivations, I suppose it’s the same sort of thing that drives civil engineers – building things that last. Realistically, of course, data and software systems aren’t built for the same time-arcs as, say, levees and, frankly, the stakes are often lower. But I favor thinking about systems in terms of “sustainability.” Not “sustainability” in the ecological sense – but in the operations and maintenance- sense. How will something stay alive? How long will it be valuable? It’s essential to build solutions for the humans that use them, and so I’m constantly thinking about “who?” as much as “what?” GOOD THINGS COME TO THOSE WHO MAKE, from page 7 “In a fast-paced environment, it can be challenging to take the time and energy required to stop and really consider what those around you need, want, know, don’t know, are motivated by, worried about, or quietly stuck on. I believe that effective communication is built on empathy.” In the case of the Methow Basin, that meant building a system that emphasized repeatability and analytical transparency. The goal of the system – influencing informed planning, development, and conservation in the basin – is motivating on its own. Of course, it helps that being a part of the team at Aspect means that I’m working alongside incredible subject matter experts in everything from water rights to stormwater engineering. I am motivated by our teams’ tight interconnectedness, which allows for that “big picture” thinking I care about so much. TZL: As the AEC industry continues to deal with the labor shortage and the talent crunch, what do firm leaders need to do to keep their best talent while also attracting new hires? PW: Professional growth opportunity is, I think, at the very top of the list. A great recruiting and retention program is built on giving staff a clear view of their (and the firm’s) pathway to success. It means investing heavily in professional development. It means providing growth opportunity at every possible turn. It means providing multiple pathways or models of successful career arcs, and not slipping into a one-size-fits all mentality. Great professional services firms should be like mini universities
– focused on building and graduating future firm leaders, year after year. Of course, those who are part of such a culture will want to stay. Outside of compensation, most professionals that change firms do so for a sense of increased opportunity. Retention requires having visible and tangible opportunity aplenty. And, of course, the marketplace sees this too! A culture and track record of individual success (and a visible cadre of great mentors/leaders) is a potent draw to recruits and a key part of making strategic hires. TZL: As a 30-something data scientist, what employee/ owner benefits do you value most? PW: Speaking personally, I really value a strong incentive compensation program that rewards individual contributions – that entrepreneurial spirit we talked about earlier. If you have the energy and ambition, it’s good to know that you stand to get out of an enterprise what you manage to put in. Ownership opportunity is a big part of this, too. It is engaging and motivating to have a long-term stake in a profitable, growing business. That said, as a parent with two young boys, ages one and four, I should also say that flexibility and work/life-balance are critical. As much as I want to chase the opportunity that I described in the first part of this answer, none of it would be possible without genuine support for leading a balanced, rounded life. Whether through flexible scheduling, telecommuting, or parental leave – these benefits and cultural touchstones are essential to “growing up” in a firm and staying for the long-term. TZL: In your various roles within Aspect, you come into contact with colleagues up and down the org chart. What’s the key to effective internal communication? PW: At the risk of sounding like a broken record: empathy. In a fast-paced environment, it can be challenging to take the time and energy required to stop and really consider what those around you need, want, know, don’t know, are motivated by, worried about, or quietly stuck on. I believe that effective communication is built on empathy. It sounds easy but in practice, not enough of the world communicates empathetically. Also: skip the email. Either walk down the hall or video chat with your colleagues. Face-to-face communication matters. TZL: For scientists, engineers, and consultants that are new to the field, what’s the biggest thing they need to know when it comes to working with clients? PW: Nothing keeps the phone ringing like a “can-do” mentality. Now, this isn’t an invitation to overcommit or overpromise. Instead, it’s a reminder that we’re in business to solve problems – and it often takes an optimistic mindset to unlock a certain level of creative problem solving. Clients stick with the best problem solvers. In my experience, the best problem solvers always operate with the gentle hum of “can-do” playing behind them. It’s also worth reminding folks who are new to the field that internal “customers” (PMs and project teams) count as “clients” too.
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THE ZWEIG LETTER August 19, 2019, ISSUE 1309
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