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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 A u g u s t 7 , 2 0 1 7 , I s s u e 1 2 1 1

Performance bonuses

The well-intentioned micromanager

According to Zweig Group’s 2017 Incentive Compensation Survey , 76 percent of firms pay performance bonuses to staff. Of the 12 defined plans that were researched, performance bonuses were found to be the most effective. Fast-growth firms paid out more than 8 percent of net service revenue in performance bonuses. Slow-growth firms paid out 3 percent, and stable and declining- growth firms paid out 2.6 percent and 2.2 percent, respectively.

W e have an expression in the management consulting ranks at Zweig Group. It is this: “The names and faces change but the cast of characters remains the same.” What that means is we keep seeing the same archetypal characters in client organizations – over and over and over again. One of those types is what we call “the well- intentioned Micromanager.” And every company seems to have one! Sometimes this person is the CEO. And when they are, it can really hold the company back. Micromanagers don’t trust their people to do their jobs. That results in all kinds of problems. See if any of these sound familiar to you: 1)The Micromanager is worn out. Of course he or she is tired and burned out from all the work. Doing too much is their downfall. Not enough sleep translates to them always being tired and frazzled and not at their best. 2)No one likes to work for the Micromanager. The Micromanager may want what’s best – a happy client, a high-quality project, etc. But the way he or she gets it is rarely if ever pleas- ant. And that translates into a high turnover rate for the people who work for him or her. 3)The Micromanager is a bottle neck. Of course they are. That makes everyone wait for them to review something – or to meet with them on something – before anyone else can act. Plus, the Micromanager is incredibly busy because he or she is constantly microman- aging. This slows everything down and the

“Micromanagers don’t trust their people to do their jobs. That results in all kinds of problems.”

Mark Zweig

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F I R M I N D E X & Consulting.............................................12 Boeing....................................................8 CH2M.....................................................2 Elite Aerospace Group. .........................12 EMCOR Group. Inc.................................4 HALO Industries....................................12 Moseley Architects..................................8 Ross & Baruzzini.....................................6 Wison Engineering Services Co. Ltd........2 BIG RED DOG Engineering

MORE COLUMNS xz GUEST SPEAKER: Your best talent leaving? Page 3 xz GUEST SPEAKER: Yes, accountability Page 9 xz GUEST SPEAKER: Marketing vs. proposals Page 11

See MARK ZWEIG, page 2

Conference call: Bill Overturf

Page 6

T H E V O I C E O F R E A S O N F O R A / E / P & E N V I R O N M E N TA L C O N S U L T I N G F I R M S

BUSINESS NEWS CH2M, PARK CITY MUNICIPAL CORPORATION STRENGTHENING WATER TREATMENT FOR LEADING UTILITY Park City Municipal Corporation recently selected CH2M to design a new water treatment facility set to create lasting improvements in the Utah mountain community ranked No. 4 in U.S. News & World Report’s list of Best Small Towns to Visit in the USA. The new 3Kings Water Treatment Facility will aim to increase water security and sustainable utility of existing tunnel sources. The new facility is set to replace Park City’s existing Spiro drinking water treatment plant. Before it became a popular ski destination and home to events during the 2002 Olympic Winter Games, prospectors founded Park City for its resources in silver mining. CH2M’s design for the new facility will focus on treating mining- influenced waters discharging from the City’s Judge tunnel to drinking water and stream discharge standards. The treated water will serve 5,200 residential and business connections. “The 3Kings Water Treatment Facility will help to keep natural streams healthy with reduced metals concentrations, augment the beauty of the Park City area, and provide a dependable drinking water source for the community,” said Paul Swaim, CH2M project manager and the firm’s drinking water and reuse master planning global practice leader. Additionally, CH2M will develop a residuals handling and disposal program, and design the new facilities for construction in a residential neighborhood and adjacent to a municipal golf course. Said Swaim, “Partnering with Park City Municipal Corporation, one of the industry’s leading utilities, we will develop a sustainable and energy-efficient design and support the integration of a new water treatment facility into

Take your advice from Mark Zweig to-go.

the heart of the Park City community.” Designing more than 4,000 water and wastewater treatment facilities since its founding, CH2M is a leader in treatment for direct discharge to water bodies strengthening the environmental and economic viability of businesses and communities around the world. WISON ENGINEERING WON AN EPFC CONTRACT FROM FORMOSA PLASTICS IN TEXAS Wison Engineering Services Co. Ltd. , one of the leading chemical engineering, procurement and construction management service providers in China, announced that its non-wholly owned affiliated company, Wison Engineering (China) Limited, has been awarded an engineering, procurement, fabrication and construction contract for one section of Low Density Polyethylene project in Texas by Formosa Plastics Corporation, U.S.A.. This is Wison Engineering’s first contract awarded in the American market, representing a new milestone in the implementation of its internationalization strategy. Wison Engineering will be responsible for modularization engineering, fabrication, transportation and on-site installation for the project. Vivian Li, Vice President of Wison Petrochemicals LLC, said, “Adhering to our internationalization strategy, Wison Engineering has been actively seeking overseas business opportunities and established a management system and execution team with the capabilities to cater to the requirements of international business operations, as well as a global procurement and construction resource network. Following the successful businessexpansion in theMiddleEast, South America, and CIS markets, this project signifies an important step in the Company’s overseas market development, posting great influence on the Company’s global market expansion.”

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MARK ZWEIG, from page 1

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people who have to work with the Micromanager hate it. 4)The Micromanager is irreplaceable. Because he or she is at the center of everything, that doesn’t bode well if there’s sickness or other problems with their behavior that needs to be dealt with. Too much rides on them. No one else seems to know much be- cause the Micromanager keeps all the client relationships. Not good! 5)The Micromanager doesn’t develop a successor. They never train people. Why? No one else is WORTH training to them. And because they micromanage so much there’s a lot of trial and error that other folks don’t get to go through. That holds them back. Bad for succession planning!

Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/yr.). $375 for one-year subscription, $675 for two-year subscription. Article reprints: For high-quality reprints, including Eprints and NXTprints, please contact The YGS Group at 717-399- 1900, ext. 139, or email TheZweigLetter@ TheYGSGroup.com. © Copyright 2017, Zweig Group. All rights reserved.

MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

TALK TO US Do you have an interesting story to tell? Is your company doing things differently and getting results? Let us know. We’d love to contact you and feature you in an upcoming issue. If interested, please email rmassey@zweiggroup.com.

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

O P I N I O N

Your best talent leaving? Fight the brain drain by reducing burnout, building resilience, and making sure employees are empowered and engaged.

M ost leaders of companies today recognize the importance of having engaged people at work. Yet research from the Metrus Institute, Gallup, and others say that between 50 and 80 percent are not fully engaged. For many organizations, a majority of employees are only partially engaged, which a lot of research has shown reduces performance and customer satisfaction while increasing turnover. Worse yet, your best talent – those with lots of options – are most likely to leave.

William Schiemann

boundary. A large majority of workers today respond to texts or email at night or on the weekend, or work feverishly to finish a report or presentation. And yet many are frightened to address personal issues that “For many organizations, a majority of employees are only partially engaged, which a lot of research has shown reduces performance and customer satisfaction while increasing turnover.”

An interesting phenomenon occurs in most organizations. On day one, most employees are fully engaged as these fresh hires are excited to begin a new experience. And yet, according to Metrus Institute, engagement levels drop considerably during the first few years, and often far more than you would expect after a honeymoon period. Clearly something is going on, and most organizations need these four key actions to minimize this degradation of engagement and reboot it to formerly high levels: 1)Help reduce stress and burnout. A major con- tributor to reduced engagement levels is the stress often caused by work-home conflict. Today, work and home are not separated by an impermeable

See WILLIAM SCHIEMANN, page 4

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

ON THE MOVE CAROL P. LOWE ELECTED TO THE EMCOR GROUP, INC. BOARD OF DIRECTORS EMCOR Group. Inc. announced the election of Carol Lowe to the company’s board of directors at its annual meeting of stockholders at which the company’s incumbent directors standing for re-election were also elected. Lowe is the senior vice president and chief financial officer of Sealed Air Corporation, a

global manufacturer of innovative packaging and hygiene solutions of widely recognized brands such as Cryovac brand food packaging solutions, Bubble Wrap brand cushioning, and Diversey cleaning and hygiene solutions. Stephen Bershad, chairman of the board of EMCOR Group, Inc. commented, “We are pleased to welcome Carol to the EMCOR board of directors and look forward to

leveraging Carol’s strategic, operational and financial vision and leadership for EMCOR as we continue to grow our business and drive value for our shareholders.” Lowe joined Sealed Air in June 2012 and previously held executive operational and financial positions at Carlisle Companies Incorporated, a diversified global manufacturing company.

WILLIAM SCHIEMANN, from page 3

we control 60 percent of our own happiness. But over time, many employees develop learned helplessness, often at the hands of leaders who have constantly said “no” or taken con- trol away from people to manage actions and performance. If you listen in to 90 percent of focus groups I have conducted with employees over the years, the amount of learned help- lessness is mind boggling. People have just given up attempt- ing to change things because they feel stupid trying to make an impact when they just keep hitting barriers. Resilience is one thing, but repeatedly running into the same wall is the definition of insanity. Try passing more authority and ac- countability to employees – but also empower them to take actions to accomplish the results. “Developing resilience to setbacks or grit to push through barriers is increasingly important in a multitasking and rapidly changing world. As we cope with a relentless increase in demands to remain competitive, it is more important than ever to develop these compensatory strengths.” 4)Train engagement at the leader and employee level. En- gaging others comes naturally to some, but to many new and even experienced managers, it is difficult. Few were given en- gagement training when they took oversight responsibilities. And for managers, one of the biggest culprits is sameness. It is far easier to assume that everyone should be treated the same – something HR has dictated for years. You can’t get into trouble when you treat everyone alike. But that assumes people are robots (who knows, robots may even resent it!). When we studied great leaders in restaurants, for example, we found that the best managers were those who got close to their people and helped their team and individuals achieve their goals. Not just their work goals, but their life goals. They knew who was dealing with child or adult care, who attended school, who had challenging commutes and so forth, and they formed their teams to engage people by accepting and lever- aging their differences. They treated people as individuals – the way most of us want to be treated. Employees too can be trained on how to take greater control of their engagement. What are they passionate about? What saps or fuels their en- ergy? What elements of the workday can they control better? These four simple steps will put you and your employees on a far better road to creating a highly engaged workforce. WILLIAM SCHIEMANN, PH.D., is CEO of Metrus Group. He is a thought leader in human resources, employee engagement, and fulfillment and author of Fulfilled! Critical Choices – Work, Home, Life . For more information visit, wschiemann.com.

come up during their workday. This pressure detracts from their engagement because it feels one-sided. One thing that must be recognized in our interconnected lives is that good or bad issues traverse all spheres of our lives – work, family, friends, hobbies, health. One HR professional in a financial services company said, “I got so caught up in my job that I constantly felt guilty about neglecting my family,” and an- other reported, “I was constantly torn between being success- ful at work and being successful with my kids.” This constant tension leads to debilitating stress and burnout, which can be avoided by updating policies and educating leaders on how to help employees integrate different sectors of their lives. For example, smart firms are focusing on results, not time, and are frequently reviewing workloads to ensure that people – especially the high performers – are not becoming overloaded to the point of burnout. 2)Help employees build resilience. Developing resilience to setbacks or grit to push through barriers is increasingly im- portant in a multitasking and rapidly changing world. As we cope with a relentless increase in demands to remain compet- itive, it is more important than ever to develop these compen- satory strengths. Roughly 95 percent of people interviewed in a recent Metrus Institute study had major setbacks at some point during their lives and many intermediate ones yearly, but very few had the coping mechanisms to quickly recover and get re-tracked in their lives. Over time, many discovered techniques to accelerate the process of recovery. For example, those who had mentors and a deeper network of good friend- ships – not simply Facebook friends – were able to weather storms better. Another technique that companies can use is a “pull the switch” option, an employee friendly and open way for someone to say “enough” and that they need support. This was an approach which was employed quite successfully in high performance safety environments for years – why keep the line or individual going when they are becoming less and less effective? It does not mean they are not good employees, but rather that they need support – guidance, resources, in- formation, skills – to continue moving forward. “A large majority of workers today respond to texts or email at night or on the weekend, or work feverishly to finish a report or presentation. And yet many are frightened to address personal issues that come up during their workday.” 3)Empower your people to take charge. Engagement is not something that can be given to people – they have to feel it. Research on happiness and fulfillment has shown that

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

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THE ZWEIG LETTER August 7, 2017, ISSUE 1211

Bill O

P R O F I L E

Conference call: Bill Overturf President of Ross & Baruzzini (Hot Firm #57 for 2017), a 270-person international design and consulting company based in St. Louis.

By LIISA ANDREASSEN Correspondent “W e’ve offloaded some of our IT functions to the cloud and continue to improve re- siliency and disaster recovery features,” says Over- turf, referring to recent IT upgrades. A CONVERSATION WITH BILL OVERTURF. The Zweig Letter: What’s your philosophy on fee/ billing and accounts receivable? How do you col- lect fees from a difficult client? Bill Overturf: Our firm is growing and with that comes the need to manage our aged AR. After our accounting department has done its due dili- gence, we ask the project manager on the account to reach out to the client. Often we find that the project manager can move the process along within their own accounting group, or can clarify if there’s

a problem that requires action on our part. In the end, it typically falls back to the strength of the re- lationship to resolve a problem. “We encourage people to pursue opportunity that they see with few constraints, but have no formal process in place.” TZL: What’s the recipe for creating an effective board? BO: We have an internal board made up of key lead- ers who represent the larger business sectors we are involved in, and most interestingly, we’ve add- ed someone via a recent acquisition who did not come up through the traditional engineering ranks but rather came up through business development.

Bill Overturf, President, Ross & Baruzzini

THE ZWEIG LETTER Aug

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TZL: What has your firm done recently to upgrade its IT system? BO: We’ve offloaded some of our IT functions to the cloud and continue to improve our resiliency and disaster recov- ery features. TZL: What’s the best way to recruit and retain top talent in a tight labor market? BO: To have a culture that provides a great deal of freedom to allow people to grow, learn and have some fun along the way. From that you build a reputation that becomes attrac- tive to support both retention and recruitment. TZL: What’s the key benefit you give to your employees? Flex schedule, incentive compensation, 401(k), etc.? BO: We have a flex-time schedule, a combination of a bonus and profit-sharing program, and a 401(k) program. We’re competitive and believe in the industry. TZL: How do you raise capital? BO: This isn’t an issue for our firm as our parent company provides growth capital. TZL: What’s your preferred strategy for growth, M&A or organic? Give us a synopsis of how your firm effected growth in the recent past. BO: A combination of organic and acquisition growth. We’ve been able to achieve greater than 10 percent organic growth over the past few years due, in part, to our market- based organizational structure. This has infused a greater business sense internally and recognizes that clients hire us for our expertise in chosen industry verticals. They see us as specialists, not generalists. We’ve also acquired firms recently to help us grow into new vertical markets such as rail and transit and into new services such as medical equip- ment planning. TZL: What’s the greatest challenge presented by growth? BO: For our employees to understand who we are and where we are going as we grow into more geographies and more markets and services. People tend to only recognize and few years due, in part, to our market- based organizational structure. This has infused a greater business sense internally and recognizes that clients hire us for our expertise in chosen industry verticals.” “We’ve been able to achieve greater than 10 percent organic growth over the past

This helps provide the diversity that we need regarding per- spectives, especially when we consider investments in new services or expanding on the synergies that exist across our present markets/divisions/services. “We grow and hire great people who are individuals that understand a ‘client-first and client-service’approach. This allows us to build relationships with our clients that then translates to a great reputation built upon that philosophy and back-stopped by great engineering.” TZL: Is there a secret to effective ownership transition? BO: We are privately held with the majority of our owner- ship in the hands of our parent company. So a slightly dif- ferent question could be more along the lines of leadership transition which we are presently doing. And the “secret sauce” is simply trust and communication which translates to a good partnership that supports the transition. TZL: How do you go about winning work? BO: We grow and hire great people who are individuals that understand a “client-first and client-service” approach. This allows us to build relationships with our clients that then translates to a great reputation built upon that philosophy and back-stopped by great engineering. When you have this woven into your firm’s culture and you execute it to the best of your ability on a regular basis, you are in the best possible position to win work. TZL: What’s the greatest problem to overcome in the pro- posal process? BO: Having a clear understanding of exactly what the cli- ent’s real problems are to solve, and then being able to artic- ulate that understanding in a meaningful, yet concise way. TZL: Once you’ve won a contract, what are the “marching orders” for your PMs? BO: The expectations of our PMs is to follow our PM man- ual which delineates some of the basic Xs and Os of kicking a project off. TZL: How does marketing contribute to your success rate? Are you content with your marketing efforts, or do you think you should increase/decrease marketing? BO: Marketing is a support function to business develop- ment and we’ve organized our marketing staff to align with our market verticals. This contributes to good communica- tion and leads to better support materials. As we continue to grow, we’ve added marketing staff to help support that growth.

See CONFERENCE CALL, page 8

gust 7, 2017, ISSUE 1211

ON THE MOVE MOSELEY MOSELEYARCHITECTSANNOUNCES NEW LEADERS IN K-12 SECTOR Moseley Architects , one of the region’s most trusted architectural and engineering firms, announced several leadership changes within the firm’s K-12 sector. Bill Laughlin, AIA, was named the firm’s K-12 sector leader. In this role, he will be responsible for leadership and growth of the sector. Laughlin brings more than 28 years of planning and design experience to his new role – 25 spent with Moseley Architects. Based in the firm’s Charlotte office, he graduated from the School of Architecture and Design at Virginia Tech and is active with various school boards and school administrator associations. Stewart Roberson, president and CEO, said, “Bill is a natural choice. He has been instrumental in our firm’s ability to break into new market locations. This experience will be essential as we continue to serve our educational clients and expand our presence in the Southeast.” Ashley Dennis, AIA, will serve as K-12 operations manager and as managing principal for many of the firm’s North Carolina school clients. She has been with the firm since 2008 and played a pivotal role in growing the firm’s Raleigh office. A North Carolina native, Dennis is active with the NC Chapter of Association for Learning Environments and is a graduate of the School of Architecture at North Carolina State University. Jimmy Wilhide, AIA, has spent 14 years working with the firm’s K-12 clients in North and South Carolina. In his new role as managing principal, he will continue to focus on delivering the most suitable learning environment tailored to his clients’ needs. A graduate of Clemson University’s College of Architecture, Wilhide is based out of the firm’s Charlotte office. The firm’s K-12 services in Virginia will be augmented with two new managing principals

based in the Richmond office. Stephen Halsey, AIA, has strengthened the firm’s reputation with Virginia public school systems since joining the firm in 2007. A graduate of the School of Architecture at North Carolina State University, he is a member of the Association for Learning Environments and the Henrico Education Foundation board. Billy Riggs, AIA, has spent the majority of his 30-year career focused on educational facility design. Joining Moseley Architects in 1993, Riggs has collaborated on facility planning and design with dozens of public school systems. He earned his degree in architecture at North Carolina State University, serves on the Henrico Career and Technical Education Business Advisory Council, and partners with Prince William County’s education foundation SPARK. BOEING NAMES RAMOS TO SUPPLY CHAIN & OPERATIONS LEADERSHIP ROLE Boeing appointed Jenette Ramos, a 29-year Boeing veteran with executive leadership roles in fabrication, supplier management, and environment, health and safety, as senior vice president, Supply Chain and Operations, effective immediately. Ramos, 51, replaces Pat Shanahan, who has been nominated to serve as U.S. Deputy Secretary of Defense. Ramos, most recently vice president and general manager of Fabrication at Boeing Commercial Airplanes, now will oversee the company’s Manufacturing Operations and Supplier Management functions, including implementation of advanced manufacturing technologies and global supply chain strategies. She also leads Boeing’s Environment, Health and Safety organization. She joins the Boeing Executive Council and reports to Boeing Chairman, President, and CEO Dennis Muilenburg. “Jenette brings to this role a tremendous set of leadership skills and aerospace experience that spans nearly three decades,

including deep knowledge of the entire Boeing production system and great passion for our people, products, and customers,” Muilenburg said. “Jenette’s most recent work to transform our commercial airplanes fabrication operations will serve her well in this new assignment, which is critical to our long- term success and growth and productivity goals.” As leader of Fabrication at BCA since 2014, Ramos led a global operation of more than 17,000 employees that serves as the largest manufacturing partner to all commercial airplanes programs. In that role, she integrated businesses at 11 sites worldwide that design and manufacture composite, metal, electrical and interior aerospace parts, tools, and assemblies. She also served on the Executive Steering Team of the Boeing employee workplace safety initiative. Prior to leading Fabrication, Ramos was vice president, Operations Supply Chain Rate Capability at Commercial Airplanes, where she led efforts to develop suppliers and to manage the value stream system for production readiness through a number of production rate increases across the commercial airplane product line. From 2005 to 2009, she served as general manager of the Boeing Portland site. Previous assignments include director of Safety, Health and Environmental Affairs, where she was responsible for governance and processes at multiple Boeing facilities in the United States and Canada. Ramos began her career in 1988 at the Boeing Renton plant as an environmental engineer in the Facilities organization. She is a graduate of the Harvard Business School Advanced Management Program, and she earned a master’s degree in business from Seattle Pacific University and a bachelor’s of science degree from Washington State University.

for the next five years. We have proven over the past few years, tied to a change in our organizational structure em- phasizing a market focus, two acquisitions, and recogniz- ing the improving economy, that we can achieve and sustain this growth. We are bullish, but also humble and hopeful. structure emphasizing a market focus, two acquisitions, and recognizing the improving economy, that we can achieve and sustain this growth. We are bullish, but also humble and hopeful.” “We have proven over the past few years, tied to a change in our organizational

CONFERENCE CALL, from page 7

understand the immediate “world” they live in within the organization. So, helping people to better understand the broader Ross & Baruzzini world and embrace it as some- thing that creates opportunity for everyone to grow is something I feel represents our biggest challenge. TZL: What is the role of entrepreneurship in your firm? BO: I think this is more of a latent element of our culture. We encourage people to pursue opportunity that they see with few constraints, but have no formal process in place. TZL: What’s your prediction for 2017 and for the next five years? BO: We have a 10 percent growth rate planned for 2017 and

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

O P I N I O N

Yes, accountability Some people think of it as a four-letter word, but when accountability is backstopped by reasonable policies, it can make your business better.

I f there is one issue that I have heard repeatedly in working with A/E firms over the last 27 years, it is the difficulty of getting employees to fully accept responsibility – to be held accountable for their actions and performance. This issue goes so deep that some business owners shy away from putting policies in place for fear that they won’t be able to get their employees to follow them. This practice often has the negative consequence of inconsistent quality control, compromised employee safety, and reduced project profitability.

June Jewell GUEST SPEAKER

Another very damaging and frustrating result of not enforcing company policies is the constant frustration felt by your compliant managers and employees. When employees are consistently showing up for work late, not following company processes, or not responding to requests in a timely manner, it has a detrimental effect on every one of your employees. This frustration flows down to the lowest levels, resulting in a decrease in confidence in leadership, and creating dissent among those employees who are behaving well and following the rules. WHAT IS AND ISN’T ACCOUNTABILITY? Webster’s Dictionary

defines accountability as “the quality or state of being accountable; an obligation or willingness to accept responsibility for one’s actions.” Imagine a culture where employees understand that policies and procedures are really just a way to implement the firm’s best practices. Best practices are developed from the combined experience of the firm’s leaders and are designed to support employees and help them be successful – to help them avoid the mistakes that the firm leaders have seen or made themselves. When employees understand this, they can more easily accept

See JUNE JEWELL, page 10

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

JUNE JEWELL, from page 9

become resentful of employees that are not dealt with. They will start to question why the policies exist in the first place, and why management does not hold the offenders account- able. This is especially important if an employee’s failure to comply is keeping others from getting their jobs done. Not all managers are skilled at or comfortable providing feed- back and following through with consequences. Consider of- fering skill development sessions to your managers if needed. Don’t forget that positive reinforcement also encourages peo- ple to comply with policies. Consider rewards and recognition for managers and employees who successfully implement new policies and tout the positive impact of their compliance. This is also a great way to let others know you’re paying attention. 4)Regularly monitor the status of compliance. There is a well-known saying, “That which is measured gets done.” If you want your team to increase compliance of policies and proce- dures, as well as hold key staff accountable for their project or team performance, you must focus on monitoring and report- ing that compliance on a regular basis. This is especially true for project managers. One practice that I have seen work very well is to review the key performance metrics for each PM in regular meetings. Depending on what you want them to focus on – whether it is the percentage of employees who turn in their timesheets on time or identify- ing and documenting change order requests – you can go over a report of key compliance metrics, alongside the project performance metrics, in weekly or monthly meetings. I have found that if data is presented at regular meetings, staff are more likely to make sure the data is updated before the meet- ing. Praise the managers who follow procedures during the meeting and if necessary, call out those who have not updated their budgets, schedules, and projections, letting everyone know you are serious about monitoring their performance. 5)Make it easy for them. Your employees may have some good reasons for not following company policies. This is especially true if there are many “offenders.” I recommend interviewing employees to determine if everyone understands your poli- cies, is trained on how to use your systems, and is able to eas- ily accomplish what you are asking. This exercise can improve how you do things, and enable you to remove bottlenecks to your employees getting their jobs done efficiently. A busi- ness management assessment designed to evaluate how your people, processes, and systems are functioning can go a long way toward helping you figure out where to focus. Not only will this help you enforce your policies and see bet- ter business results, your employees will recognize that you are trying to improve the business and not just putting poli- cies in place to police them. Enforcing company policies does not have to be a painful experience. If policies are truly important to the success of your firm, it’s crucial to get your entire team on board with why policies are needed, and how they help the firm to be more profitable. If you can’t justify a policy against this criteria, then maybe it really isn’t necessary after all! JUNE JEWELL is president of AEC Business Solutions, focused on developing business assessment tools and online training for project managers to help AEC firms make more money on their projects. Connect with her on LinkedIn and learn more about how to improve your project management performance at aecbusiness.com.

responsibility for their actions and welcome being held accountable by a firm that supports their success. Great processes ensure that your firm is doing things the best way possible, and creates better consistency between groups, teams, and offices. With good policies and processes, and effective systems in place to easily support following them, employees will be able to see that by accepting accountability, they will perform at a higher, more successful level. In some firm cultures, accountability has a negative or punitive connotation. The word gets thrown around with people being held “accountable” when things start to go wrong and someone needs to take the blame. “When employees are consistently showing up for work late, not following company processes, or not responding to requests in a timely matter, it has a detrimental effect on every one of your employees.” WHAT IF YOU COULD CREATE A CULTURE IN WHICH YOUR EMPLOYEES WEL- COMED RESPONSIBILITY AND DELIVERED AGREED UPON RESULTS? The following are five ways you can start to improve the ef- fectiveness of your accountability and create an environ- ment in which employees willingly feel responsible for complying with company policies. By increasing employee understanding of policies and the benefits and negative re- percussions that their behavior has on the business, their colleagues, and the company’s clients, you will see greater rates of compliance and employees embracing accountabil- ity rather than avoiding responsibility. 1)Expect leaders to follow the processes, too. Employees are always watching their leaders for examples of how to behave. They rationalize their behavior against the standards set by the managers and owners in your company. If your principals don’t follow established policies and procedures, it sets the tone for everyone else. Look at your management team’s be- havior to determine if you are sending the right message to your employees, and gain commitment from your firm’s lead- ership to set the right example. 2)Communicate the “why” of the policies. Believe it or not, many employees do not see the connection between their behavior and the company’s financial success. Many compa- nies roll out new policies but don’t inform staff about why the policies are so important. Taking the time to explain why you have certain company policies can make a big difference. Many of your policies are there because you have established values and criteria about your firm’s quality of service and client’s expectations. Don’t assume your employees know why you have the policies you have. Consistent communication goes a long way toward see- ing improved employee behaviors. 3)Establish natural consequences. Sometimes employees need to experience natural repercussions for failure to comply with company policies. There needs to be clear and signifi- cant consequences for failure to do what is expected of them. Without these consequences, your compliant employees will

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

O P I N I O N

I s the marketing department in your firm really a proposal department? If it is a proposal department, then you don’t have a marketing department, you have a proposal department. They are not the same thing. Please print them new business cards with an appropriate title. Marketing vs. proposals If your marketing people are writing proposals, then they’re selling, not marketing. You need to know there’s a big difference between the two.

Will Schnier

them, enough to be on the Hot Firm list several years running. It’s just that proposal writing is not the marketing department’s job at our shop. Instead, our marketing team is directed to put the pieces in place that allow our seller-doers to be successful in winning new work. They build and operate our BIG RED Filter. “If you’re writing a proposal, the time for marketing is over. If you’re writing a proposal, you’re now in the selling process, or more specifically, you’re at the point of sale.”

I am regularly meeting with senior leadership from other engineering and architecture firms, and I sincerely believe that they think proposal writing is marketing. If you’re writing a proposal, the time for marketing is over. If you’re writing a proposal, you’re now in the selling process, or more specifically, you’re at the point of sale. Marketing comes before the sales process. Way before. These are really smart people, but they know not their mistake, which I’m content to let them continue to make. Why? It means that our firm, BIG RED DOG (Best Firm Multi-discipline #44 and Hot Firm #65 for 2017), gets to continue marketing, really marketing, and building a brand, while our competitors write proposals. It’s not that we don’t write proposals. We write tons of

See WILL SCHNIER, page 12

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

TRANSACT IONS ELITE AEROSPACE GROUP ACQUIRES HALO INDUSTRIES EliteAerospaceGroup announced the formal acquisition of HALO Industries , a precision machining and engineering dynamo with more than three decades of experience supporting the aerospace, defense, orbital rocket, and communication sectors, in addition to commercial aviation. The acquisition of HALO Industries bolsters EAG’s production capacity by adding nearly 20,000 square feet of additional production and engineering capacity. This facility located in Huntington Beach, California, will be the headquarters for Elite Aerospace Group’s newest division: Elite Space Services. On the acquisition, CEO Dustin Tillman stated, “HALO’s contributions to the aerospace industry have been unparalleled over their

nearly three-decade tenure. We’re absolutely thrilled to have HALO Industries and all their capabilities, experience, and expertise under the Elite Aerospace Group umbrella. The opportunity to infuse the Elite spirit with the sterling legacy of HALO Industries is sure to further enhance the value proposition of both companies. HALO was a hidden gem in the market for nearly three decades, and now it’s time to shine a spotlight on their skill sets and take the business to the next level.” Elite Space Services’ new facility houses three-, four-, and five-axis vertical and horizontal precision machining tools in addition to a team of some of the most skilled engineers in the A&D industry. The primary focus of this facility will revolve around space and communications projects for some of the biggest names in the aerospace sector.

EAG is an advanced design, engineering, manufacturing, and technology leader within the aerospace industry. Elite is comprised of talented professionals who are passionately committed to providing the highest level of customer service and quality, while delivering cost-competitive supply availability solutions. EAG was formed by senior aviation officials who, tired of their expectations not being met, set out on a campaign for change; challenging conventionality in the marketplace and driving customer-centric part supply strategies. Elite is a proud contributor to the reshoring initiatives, focused on bringing manufacturing back to the United States. EAG’s focus on its core values and commitment to excellence has made the company an attractive, competitive standout to consumers and investors alike.

WILL SCHNIER, from page 11

another company. Have you ever been to an Apple store to look at new laptops? Apple has a powerful brand and extraordinary marketing. My guess is that if you’re at the Apple store, which, as a premium brand commands a premium price, you were not considering the $600 Dell. You were considering the $1,500 MacBook or the $3,500 MacBook. Either way, you decided before you met with the sales representative in the Apple store that you were going to buy an Apple, right? Now how would that situation change if Apple didn’t really do any marketing or failed to build that premium brand? What if they just wrote sales orders (proposals in our world)? Would they still be Apple? Or would they be one face in the crowd, totally undifferentiated from other computer makers? It works the exact same way with our BIG RED Filter – our marketing and branding is so powerful, that prospective clients visit with one of our team members for the first time with the mindset that ours is the firm that they need to be working with. The point of sale effectively becomes a “meet and greet” process, because the sale has already occurred in the prospective client’s mind. Their itch had been scratched; often answers had already been provided, all before an initial face-to-face meeting. True marketing requires leadership that really understands what marketing is and what it’s intended to accomplish. More importantly – and this is the second time I’ve stated this because it’s not to be dismissed – our strategy means that marketing at BIG RED DOG is in the job description of every team member, not just the marketing department. So do you have a marketing department, or a proposal department? Which is more important? WILL SCHNIER is CEO of BIG RED DOG Engineering & Consulting. He can be reached at will.schnier@bigreddog.com. “True marketing requires leadership that really understands what marketing is and what it’s intended to accomplish.”

The marketing strategy for BIG RED DOG is incredibly easy to understand, yet requires a commitment to consistent and constant execution in order to be successful. We’re building a brand. We are not selling a specific person or project, but rather we are selling our culture, and that means that marketing is the responsibility of everybody in our firm. “Our marketing and branding is so powerful, that prospective clients visit with one of our team members for the first time with the mindset that ours is the firm that they need to be working with.” We have two desired outcomes for the results of our marketing strategy. First, we want to create raving fans of our company through our performance on behalf of our current clients, our thought and design leadership in the community, and our educational and news content creation. Everything we do to create raving fans comes together to represent our company culture, culminating in our marketing and branding efforts that the outside world sees. And second, we want to elevate the sales process beyond the skills of any one salesperson by making target clients pass through our proprietary BIG RED Filter before they reach the point of sale. In most cases the point of sale for our company is being asked for a proposal or invited to submit a request for qualifications. The two desired outcomes converge – the power of our raving fans (read: happy clients) forces prospective clients through the many screens in our BRD Filter. By the time a prospect is visiting our office for the first time, they’ve already decided to use BIG RED DOG. I’ll give you a great example of how that works for

THE ZWEIG LETTER August 7, 2017, ISSUE 1211

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