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FAMILY LEGACY, from page 7
with this issue is negligence on the part of the CEO and unfortunately comes with the territory. That being said, we should not ignore the fact that many times the situation can improve, and we often lose sight of the positive impacts of improvement or, regrettably, separation. But leaving non-performance in place is not acceptable. TZL: They say failure is a great teacher. What’s the biggest lesson you’ve had to learn the hard way? BD: The biggest struggle I had (and probably have) is the notion that everyone knows what is on my mind, sees the vision, buys in, and is working in sync. The idea of leadership through osmosis is a common fault and needs to be avoided. This pitfall puts a lot of emphasis of leadership through relationship building because as a leader, we must connect one-on-one with others to ensure the collaboration, vision, buy-in, and execution are working. TZL: Research shows that PMs are overworked, understaffed, and that many firms do not have formal training programs for PMs. What is your firm doing to support its PMs? BD: This was a blind spot of ours, years ago. When we began to see the stress and lose talented people because of it, we implemented a few changes. First, we better staffed our projects. This meant losing some because of price, but they ended up being projects that would not have appreciated the value we added anyway. Secondly, we hired a robust group of project engineers who could lighten the load of our senior staff while learning their way into the PM ranks. Lastly, we adjusted our work environment to focus on personal health, wellness, and fulfillment in new ways. TZL: Diversity and inclusion are lacking. What steps are you taking to address the issue? BD: We don’t just keep the door wide-open; we make a conscious effort to recruit from a diverse pool. Recognizing that this is difficult, we have spent a significant amount of time extolling the virtues of our industry in schools where kids from disadvantaged backgrounds need role models. TZL: You co-founded the town of Whitehall, Delaware. How did this come about? What was your vision for the town? BD: We were approached by a philanthropic foundation that owned a significant amount of land. Wanting to convert the asset into cash, they knew they had a responsibility not to let it fall into the hands of careless developers. We established a vision that would hopefully change real estate patterns and sprawl by laying the groundwork to create a new “place.” We thoughtfully studied and emulated the planning models of historic towns in Delaware, the United States, and around the world, places that people visit and adore. Our vision is to create a vibrant, resilient, and charming place by paying homage to the person and connecting people with each other and their surroundings.
to understand the need for authenticity, empathy, connection, and the anchor. The marketer must only promote what they are, not what they wish they were. New and current listeners (customers, employees, curious bystanders) are wired to detect authenticity and crave honesty in an environment of distractions. The listener needs not only to know you understand them and can match your message to their situation, but needs you to communicate in a manner they can understand very quickly. Their minds are very busy. They need you to connect with them as people, not as buyers, knowing that you will care about them after the sale. And the message must sink in and be retained, even if repetition is required, or it will be substituted with other messages. TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? BD: First, I need to demonstrate this myself. The organization can’t deliver on a philosophy inconsistent with one that I practice. So, my hope is that I deliver empathy, care, compassion, and vision to my direct reports. This doesn’t mean that I can’t drive high standards, quite the opposite. When you surround yourself with the right people and demonstrate that you are sincere in caring for them, they can reach new limits. We overtly discuss leadership topics in our organization, celebrate great examples, and address inconsistencies. TZL: How are you balancing investment in the next generation – which is at an all-time high – with rewards for tenured staff? BD: This has always been a challenge but seems heightened as investments in development have increased. Tenured staff need to see the next generation as the reward, these two topics should not compete with each other. The wisdom and energy of the next generation is quite exciting and new to the industry. TZL: EDiS is a fifth-generation family-owned company. What did you learn growing up in the business? BD: EDiS is bigger than me as an individual. As an owner of a company, often one can think that the company belongs to them. Our situation is different. We are the stewards of a tradition and brand that was created and cared for by our predecessors. We have an obligation to these folks to think long-term and make decisions that honor their contributions and inspire others into the future. TZL: How do you handle a long-term principal who is resting on his or her laurels? What effect does a low performing, entitled principal or department head have on firm morale? BD: This is one of the hardest topics to deal with, but the most important. A non-performer at the lower levels of an organization chart can be inconsequential, but a non-performing leader can be a cancer and needs to be dealt with. Friendships, fear of consequences, and fear of failure to resolve often cause paralysis. But not dealing
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THE ZWEIG LETTER February 3, 2020, ISSUE 1330
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