TZL 1538

May 20, 2024, Issue 1538 WWW.ZWEIGGROUP.COM

TRENDLINES

Quicker collections

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Focus your firm’s retention strategy on offering meaningful benefits that are in alignment with core human needs. Flash over substance

FIRM INDEX Corgan.......................................................................... 6 Fehr Graham.......................................................... 10 Fuss & O’Neill, Inc............................................... 10 KFM................................................................................. 8 The HFW Companies ........................................ 8 Wallace Design Collective, PC .................... 4 MORE ARTICLES n BRAD THURMAN: Finding passion in your vision Page 3 n MARK ZWEIG: Getting the most out of your people Page 5 n KEVIN BROWN: Resume red flags Page 7 n VICTORIA VERLEZZA: Nurturing a supportive work culture Page 9 Zweig Group’s 2024 Fee & Billing Report highlights a standard window of roughly 45 days for considering invoices as past due. Collections have sped up by around four days on average (down to 54 days) when looking at pre-COVID and post-COVID data sets. This highlights improvements and continued attention from firm leadership on improving cash flow and working capital positions for their firms. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

H ere’s a quote to help provoke some mental stimulation: “People want to want more than they want to have, and so the shallow satisfaction of having is always replaced by more wanting.” That provocative sentiment captures a fundamental principle of human behavior at work in all of us known as the “hedonic treadmill,” which states that people continually chase temporary happiness by seeking new things, but once those shallow things are obtained, the satisfaction they provide fades as we adapt to having them – and so we begin seeking and wanting the next thing. That’s because core human needs go much, much deeper than surface-level (dare I say, gimmicky) desires or experiences. Your core needs and my core needs are established around security, well-being, and purpose (among others) and the fulfillment of these things leads to a sense of deep intrinsic satisfaction that is far more enduring than the fleeting happiness that gimmicky “things” offer. Now, I realize you aren’t reading today’s issue of The Zweig Letter with the intent of getting a psychology lesson (nor am I remotely qualified to offer one), so let’s get to work applying this principle to the issue of employee retention. As firms engaged in a seemingly unceasing struggle to attract and keep good talent, I don’t mind saying that I think we’ve misguidedly elected to feed this monster. Hell, we’ve not only turned on the hedonic treadmill, we’re filling it with gas! We pander to it, we indulge it. We think getting and keeping top talent means giving people shallow, transient things they want rather than improving our offering of the things they actually need. Here are a few examples of the not-so-uncommon half-baked perks I’m talking about: unlimited snacks and soda, pet-friendly offices, pet insurance, nap pods (seriously?), hammocks, gaming consoles, themed office days, weekly catered lunches, happy hours, smoothie bars, adventure bonuses, onsite yoga classes, RV rental discounts (not kidding), etc. Any of those ring a bell? Who needs a better 401(k) benefit or more affordable healthcare premiums when you can have all the free kale smoothies you want (cue eye roll)? You can’t make this stuff up, folks. Let me offer some hard data to chew on. In a 2023 employee benefits survey released by the Society for Human Resources Management (a

Jeremy Clarke

See JEREMY CLARKE, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

JEREMY CLARKE , from page 1

national and regarded think-tank on HR structures, trends, strategies, etc.), the top five benefits sought by candidates and employees are as follows: 1. Healthcare related (89 percent) 2. Retirement related (81 percent) 3. Work/life balance, PTO, and leave (80 percent) 4. Professional development (68 percent) 5. Catastrophic benefits, i.e., life/disability (67 percent) Did you notice the trend in those statistics? Candidates and employees want three core fundamental human needs met. They want: 1. Security. In other words, they want to feel assured. They want a sense of financial and physical safety in life through good healthcare, good retirement, and good insurance. 2. Purpose. In other words, they want a meaningful and positive trajectory for their career. They want to feel like they can advance and excel at their firm. 3. Wellness. In other words, they want better quality of life outcomes through good work/life balance so that instead of just doing and surviving they feel like they’re thriving. As employers, our intentions may be good; but at the end of the day, candidates and employees want greater investment into their security and wellness rather than having catered salads or “bring your pet to work” days. In fact, gimmicky, half-baked perks like these actually increase turnover by attracting the professionals who are seeking transient shallow “perks” over a legitimate long-term career opportunity. If you take one thing away from this article let it be this: Long runway benefits are a premium among long runway employees. Conversely, short runway perks are a premium among short runway employees The downside to the current trend of offering gimmicky, trendy benefits to employees is that, more often than not, the suggestion of it clouds what is truly worthy of human dignity and therefore truly meaningful (and for this reason they’re usually perceived as insincere anyway!). Pet insurance and kale smoothies might make for catchy hooks – they might even work for a time – but the fact is that if priority isn’t given to core issues such as security, wellness, and purpose, then all your imaginative short-term tactics will fail to be a basis for producing long-term commitment. Let me encourage you to get off the vicious treadmill and focus your firm’s strategy on offering meaningful and relevant benefits that are in alignment with core human needs. Benefits that actually bring dignity to your employees, create deep loyalty and effectively retain talent. It has been proven over and over to me that the greatest threat to loyalty is a frivolous and shallow sense of entitlement – and the surest way to enlarge one’s frivolous and shallow sense of entitlement is to appease it. Jeremy Clarke is the director of executive search and recruiting at Zweig Group and the CEO of Emissary Recruiting Solutions. Contact him at jclarke@zweiggroup.com.

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THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

OPINION

Finding passion in your vision

O pen any business management book and chances are you’ll find a mandate for establishing a strong vision and mission for your firm – and for good reason. It’s crazy to set off on a trip without knowing where you want to go and how you want to get there. You wouldn’t do that in a car, so why would you do it with your business? To attract and motivate the best team, you need to be able to articulate your vision and the steps you’re taking to get there.

Brad Thurman, PE, FSMPS, CPSM

Too often, though, it seems like the terms “vision” and “mission” have been hijacked and diluted through the corporate realization process. It becomes a matter of course for companies – something you have to do instead of want to do. Something to hang on the wall and post to your website. But vision is a tricky business. Clearly defining why you exist isn’t nearly as simple as it sounds. Distilling thoughts into a succinct, cohesive statement that both delineates a vision and inspires action is a difficult task, regardless of how much you believe in your firm. It’s a hard, soul-searching effort, but when you find it, you know it. Instead of vision, I prefer a different word: passion.

To explain, I have to point to the defining goal of my childhood years – the moon. Speaking before Congress on May 25, 1961, President John F. Kennedy outlined a goal that was unlike anything his predecessors had set. He said, “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.” Three months later, in a speech at Rice University, Kennedy elaborated: “We choose to go to the moon and other things, not because they are easy, but because they are hard.” Kennedy did more than establish a goal – he gave passion a voice. That passion was heard and felt by

See BRAD THURMAN, page 4

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

To truly lay out what you believe and how passionately you believe it, you have to make yourself vulnerable. You have to understand that there will be criticism and apathy and even derision. You have to accept that there will be people who can’t or won’t accept it, and you have to have the will to move forward anyway. Vulnerability is an under-appreciated characteristic of leadership – in business and in life. You see it all the time with any great contest. Although it might seem counter to their usual image of toughness, sports teams are a great example of vulnerability. They plan, work hard, know what they want to accomplish, go to the field or the court, and lay it all on the line. When they win, there’s elation. When they lose, it’s crushing. And the bigger the stakes, the riskier it is to wear your heart on your sleeve. But you do it, because it’s your passion. People want to feel like they’re part of something that has meaning, something larger than themselves. To attract and motivate the best team, you need to be able to articulate your vision and the steps you’re taking to get there. It’s not something to fear. It’s something to embrace. So, dig deep, be bold and risk vulnerability. Brad Thurman, PE, FSMPS, CPSM, is a principal and chief marketing officer at Wallace Design Collective, PC. Contact him at brad.thurman@wallace.design.

BRAD THURMAN , from page 3

everyone involved with the Apollo program. Sure, all of the scientists and engineers and visionaries involved had distinct goals and missions that they executed during the process. But they were passionate about it. They had to be. And on July 20, 1969, with only 164 days left in the decade, Apollo 11 became the first manned spacecraft to land on the moon. “History is full of leaders who were more than simply eloquent at stating a vision; they were passionate about seeing those visions achieved. If you think about the people who have inspired you the most, I expect that it was the passion they brought to their beliefs that defined them.” Churchill, Gandhi, King, Kennedy – history is full of leaders who were more than simply eloquent at stating a vision; they were passionate about seeing those visions achieved. If you think about the people who have inspired you the most, I expect that it was the passion that they brought to their beliefs that defined them. But make no mistake about it, passion comes with a price: vulnerability.

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

FROM THE FOUNDER

Are your expectations for your people high enough, or are you letting everyone off the hook with lower expectations for them versus yourself? Getting the most out of your people

I t’s time for brutal honesty. It has always bothered me when someone completely disconnects from work from Friday afternoon at 5 until Monday morning. They don’t respond to any emails or calls or anything on the company-wide communication/PM system. They completely shift out.

Mark Zweig

Sure, a complete disconnect from work could happen every now and again (although I never do that myself), but it’s when you see the pattern – the steady diet of it with people you desperately want to be fully engaged and part of the “team” that’s a problem. I say it’s a “problem” not just because everything slows down and less gets done – maybe your business can tolerate that – but it’s really a problem for the employee who does this. Why is that, you may ask? It’s because you aren’t doing them any favors by letting them think this is OK for a professional who wants to advance in their career and make more money to support themselves and their families. Because given a choice of who I trust and will give additional responsibilities and opportunities to, it’s not going to be someone who regularly shifts completely out.

I’m sure just writing this will elicit a response from someone out there who will get on their podium about the need for work-life balance and how dare I (as an employer) expect that kind of constant connection with work? And sure, I know not everyone we hire in every role will have this level of engagement. But you can call me “old school” or “out of step with today” or whatever you like, and you won’t stop me from my quest to build a highly committed and engaged team of people who don’t “shift out” every evening or weekend in any business I am a part of. Because I know that when I get enough of these people together in one organization – with a clear mission and some guiding philosophies about how we will do things and what our goals are – that’s when the magic is going to happen.

See MARK ZWEIG , page 6

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

BUSINESS NEWS GLOBAL ARCHITECTURE & DESIGN FIRM, CORGAN, JOINS THE CLIMATE GROUP Global architecture and design firm Corgan has joined the Climate Group, a non-profit formed in 2003 to drive climate action by working with companies, governments, and other organizations with the power to reduce carbon emissions on a large scale. Corgan is now part of a coalition of 120 energy-smart businesses committed to accelerating energy efficiency. The Climate Group targets five industries - energy, transport, built environment and industry - that contribute the most to carbon emissions. As a part of the built environment industry, Corgan has an important role to play in reducing operational and embodied carbon, a key component in the fight against climate change. “The building industry accounts for more than 40 percent of annual global carbon emissions. As a top architecture firm, we have the opportunity and responsibility to leverage our research in sustainability and our design expertise to reduce operational and embodied carbon emissions in the built environment,” said Varun Kohli, Corgan’s Director of Sustainability and Principal. “Corgan has been working to reduce our environmental impact, be it in our operations or our design work. We love to collaborate with like-minded organizations to share knowledge and support each other for the greater good. We are excited to join the Climate Group’s EP100 and look forward to

working with our cohorts globally to advance our efforts to decarbonize the built environment.” Corgan formalized its sustainability practice, Echo, in 2022 with the ethos that sustainability is an echo of performance and that optimal performance cannot be achieved without considering the environmental impact of a project. Corgan-Echo supports the firm with expertise and resources to guide their projects and clients toward a more sustainable future. As a member of the Climate Group and part of its EP100 program, the firm is committed to improving its energy productivity to lower their emissions and improve their competitiveness. The mission of EP100 companies is to lower global energy demand and accelerate the clean energy transition. This commitment aligns with Corgan’s goal to be carbon neutral in 2025 as part of the World Green Building Council’s Net Zero Carbon Buildings initiative. In addition to the NZCB commitment, Corgan is also a signatory to the AIA 2030 Challenge, for which it records and shares performance data for its projects. Having established environmental sustainability as a core value for the firm, Corgan continues to work with their clients and assist them in creating a path to minimizing both operational and embodied carbon emissions while designing people centric projects. Before

the end of 2024, the firm will present its climate action plan and complete carbon accounting for Scopes One and Two of its global operations. The firm will also continue to push the boundaries of performance design and deliver decarbonization strategies and projects. An example of Corgan’s focus on sustainability and decarbonization is their design of Wells Fargo’s new net- positive campus in Irving, Texas. Net positive goes beyond meeting energy needs of the building, but generating excess renewable energy on-site than is required for building operations and adding that excess power back to the electricity grid. Learn more about Corgan’s sustainability expertise here. Corgan is an employee-owned architecture and design firm with 18 locations and nearly 1,000 team members globally. The firm, ranked as the No. 4 architecture firm by Building Design + Construction and No. 6 in Interior Design’s Giants, works with clients in a variety of sectors including aviation & mobility, data centers, education, health, mixed- use, multifamily, office, and workplace. Founded in 1938, Corgan has developed a strong reputation for agility in design by anticipating marketplace changes and leading clients to thoughtful, data- driven design solutions. Its research insights and design expertise empower the organization to foresee emerging changes and develop solutions that minimize risk, create flexibility, and maximize longevity.

example yourself. And you can promote those who do it to make examples out of them. Think about it! But better than that is to ACT on it. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. You can be sure the expectations are known. You can drop hints. You can be disappointed when people don’t step up. You can set a positive example yourself.” “You don’t need to be a jerk to expect more. You don’t need to yell or scream or threaten those who don’t do it.

MARK ZWEIG, from page 5

You see, the opportunity in business is never to just have a company that is viable and stays in business and provides a living for the owners. In the AEC business today where demand generally exceeds supply in most market sectors, you can be mediocre and do that. I don’t find “mediocrity and survival” very fun or interesting. It’s also not that rewarding. In my businesses, I’m going to push for more. Improvements in every single thing we do. Good enough is never good enough. It can always be better. And when it’s better for the owners, it is going to be better for every employee in the company. It’s just that simple. It all starts with YOUR expectations for your people. Are they high enough? Or are you letting everyone off the hook with lower expectations for them versus yourself? You don’t need to be a jerk or rude to expect more. You don’t need to yell or scream or threaten those who don’t do it. You can be sure the expectations are known. You can drop hints. You can be disappointed when people don’t step up. You can set a positive

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

OPINION

Resume red flags

Five resume red flags to help AEC firm recruiters identify and set apart the best applicants from the rest.

R esumes have always been important tools for recruiters to narrow down a candidate pool for further consideration. Today, the emergence of AI has changed the basic rules of recruiting. AI has raised the bar for resume writing, making typos and grammatical errors all the more unacceptable. But this equalization makes it more challenging to discern the quality of candidates, while adding an additional complexity in rooting out imposters fabricated based on your posted job requisition.

Kevin Brown

Here are five red flags to look for on applicants’ resumes that can help you weed out the bad ones: 1. AI-generated resumes. Some applicants may use AI tools to create fake resumes that look impressive but are not based on real skills or experience. These resumes may have unrealistic or inconsistent details, such as mismatched dates, locations, or job titles. They may also use generic or vague language that does not reflect the specific requirements of the position. To spot an AI-generated resume, you can use online tools that check for plagiarism or authenticity, or ask the applicant to provide references or samples of their work.

2. Multiple tenures of one year or less. Another red flag to look for on applicant’s resumes is a history of frequent job changes. If an applicant has multiple tenures of one year or less, it may indicate that they are unreliable, uncommitted, or unable to perform well. Of course, there may be valid reasons for changing jobs, such as layoffs, relocation, or career advancement. However, if the applicant does not provide any explanation for their short stints, or if they have a pattern of leaving jobs after a few months, you may want to think twice before hiring them. 3. Gaps in service with no explanation. A gap in

See KEVIN BROWN, page 8

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

TRANSACTIONS THE HFW COMPANIES LANDS STRATEGIC GROWTH PARTNERSHIP WITH DALLAS-BASED CIVIL ENGINEERING FIRM KFM The HFW Companies, an expanding professional services firm in the architecture and engineering industry, has finalized yet another new strategic growth partnership in 2024, this time with Dallas, Texas-based civil engineering firm KFM. Established five years ago, KFM already has grown to 75 employees, with offices in Dallas and Austin, Texas. More than 90 percent of its business currently stems from private development clients across the state who seek KFM’s civil engineering design expertise in retail, mixed-use, single-family, multifamily, industrial, and office development. In addition to civil engineering, KFM offers land planning, landscape architecture, and due diligence services. KFM represents the ninth AEC firm to join HFW’s growing national network of HFW Partner firms since HFW’s inception in 2020 and the third Texas-based AEC firm to join. HFW’s long-term vision: to build a preeminent network of AEC legacy partners across a national footprint that provides a gateway to accelerated growth and leverages its partners’ collaborative expertise, according to Michael Hein, AIA, chief executive officer of HFW. “We’ve been watching the principals of KFM build their business for some time, and we’re tremendously impressed by

their drive, expertise, and a dynamic work culture that clearly motivates their team,” said Hein. “KFM has a strong reputation across Texas for its private development work, setting itself up for enormous future potential to expand into other metropolitan areas of Texas and beyond, as well as for new growth opportunities in public-sector engineering. As KFM’s new growth partner, we’re looking forward to supporting the firm’s efforts in pursuing those opportunities.” KFM, meanwhile, has approached the HFW partnership opportunity as a deal that will allow KFM to more strategically build a sustainable and client-focused engineering practice that protects its clients’ interests and strengthens those relationships, according to Jim Knight, PE, one of three founding principals of KFM. The other founding principals include Charlie Fowler, Jr., PE, and Josh Millsap, PE. “We see ourselves as sophisticated and discerning with regard to our business relationships,” Knight said of KFM. “Our new partnership with HFW will allow us to access greater resources, from productivity and management perspectives, to build even stronger relationships, better absorb changes in the economy, continue to meet client expectations, maintain good quality control, and even improve our time to delivery.” KFM joins a growing portfolio of AE firms that also includes locations in Las Vegas;

Kansas City; Chicago; Des Moines and Waterloo, Iowa; Charleston, Hilton Head, and the Midlands of South Carolina; Augusta, Georgia; Houston, Texas; Austin, Texas; and multiple locations in Florida. The HFW Partner firms comprise what Hein describes as HFW’s “House of Brands” concept. That is, a network of growth-oriented AE firms sharing best practices, economies of scale, unique areas of expertise, and business development opportunities, while continuing to build their own legacy brands in their own regions and beyond. Even as HFW has invested in KFM, Knight said he also views the new partnership as an investment by KFM in HFW as well, thanks to the HFW Partner network. “We see this partnership as an investment by KFM in the collaborative strength and potential of the growing HFW Partner network,” Knight said. “We’re excited to leverage this partnership to expand our opportunities for new growth here and across the network.” HFW is an AEC industry professional services company investing in architecture and engineering firms that serve metropolitan and infrastructure markets and are open to aligning with partners for growth. Its portfolio of partner firms, grounded in technical excellence, solve the most critical problems facing the built environment, improving communities through creative design, engineering, and planning.

credentials, you can check the official websites of the institutions or organizations that issued them, or contact them directly. You can also ask the applicant to provide proof of their credentials, such as transcripts, certificates, or portfolios. 5. Poor writing and grammar. A resume is a professional document that should showcase the applicant’s communication skills and attention to detail. If the resume is poorly written, with spelling, punctuation, or grammatical errors, it may indicate that the applicant is careless, lazy, or incompetent. It may also suggest that the applicant did not write the resume themselves, or that they used a poor-quality translation service. To avoid hiring someone with poor writing and grammar skills, you can use online tools that check for errors, or ask the applicant to complete a writing test or assignment. Kevin Brown is chief people officer at AE Works. Contact him at kevin@aeworks.com.

KEVIN BROWN , from page 7

service is not necessarily a deal-breaker, as long as the applicant can explain what they did during that time and how it relates to their career goals. For example, some applicants may have taken a break to pursue further education, volunteer work, personal projects, or family responsibilities. However, if the applicant has a long or unexplained gap in service, it may raise some questions about their work ethic, motivation, or professionalism. You may want to ask the applicant to clarify what they did during the gap and how it affected their skills and qualifications. 4. Credentials that look too good to be true. Some applicants may try to impress you with credentials that look too good to be true, such as prestigious degrees, awards, or publications. While these credentials may be genuine, they may also be fabricated, exaggerated, or irrelevant. To verify the credibility of the applicant’s

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

OPINION

Supportive leaders who prioritize communication and psychological safety can foster a positive work environment where employees feel valued and motivated. Nurturing a supportive work culture

I n our modern workplaces, the relationship between people leaders and employees is crucial not only for productivity but also for mental well-being and overall employee experience. New research is demonstrating that people leaders have a more significant impact on their employees’ mental health than doctors or even therapists.

Victoria Verlezza, Ph.D.

Thus a supportive, empathetic, and inclusive supervisor can foster a positive work environment, whereas a toxic or unsupportive one can have detrimental effects on employee mental health. Understanding the dynamics of this relationship is essential for creating healthier workplaces and promoting overall employee well-being and experience. ■ Creating a supportive and inclusive work culture. People leaders play a pivotal role in shaping the culture and climate of the workplace. In an effort to create an inclusive work environment, people leaders can impact the culture positively, so all individuals feel as though they are seen, valued, and heard. A supportive manager or supervisor recognizes the

individual strengths and challenges of their team members and provides them with the resources, encouragement, and feedback they need to succeed. By fostering open communication, offering recognition for achievements, and promoting work-life integration, people leaders can create an environment where employees feel valued, motivated, and psychologically safe. ■ Managing stress and workload. One of the primary stressors in the workplace is the pressure to meet deadlines, achieve targets, and manage competing priorities. A supportive supervisor who understands the importance of managing workflows and helps employees set realistic goals, prioritize tasks, and delegate

See VICTORIA VERLEZZA , page 10

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

BUSINESS NEWS FEHR GRAHAM RECOGNIZED AGAIN AS ENGINEERING NEWS-RECORD TOP 500 DESIGN FIRM Fehr Graham, a leading Midwest engineering and environmental firm, again secured a spot on the Engineering News-Record Top 500 Design Firms list, ranking No. 474. The firm ranked No. 494 in 2022 and 471 in 2023. This marks the third consecutive year the firm has been featured on the prestigious list, which ranks the largest engineering consulting firms in the United States based on design service revenue for the previous year. Fehr Graham President Mick Gronewold is happy with the firm’s steady recognition. “Every day, our team is committed to solving problems for clients,” Gronewold said. “Being named to the ENR list

again doesn’t just recognize our firm’s capabilities – it celebrates the positive change we make in the communities where we operate and where our employees call home.” Founded on Sept. 15, 1973, in Freeport, Illinois, by Al Fehr and Joe Graham, Fehr Graham has expanded from a single office with five employees to 15 offices across three states with 230 people. This growth includes a recent merger with Midwest Engineering Associates on April 1, and a strategic partnership with Trilon Group announced in May 2023. “This recognition not only reflects Fehr Graham’s growth but the dedication and expertise of our employees who drive our success,” Gronewold said. “Their commitment to clients is all part of how we’re able to serve a larger footprint and bring our small firm feel with big firm

capabilities to new areas. It’s a tribute to Al and Joe’s original vision.” Fehr Graham partners with private and public entities to design and advance projects ranging from water and wastewater treatment plants to roads, bridges and highways. Our team also designs stormwater solutions, sanitary sewer collection systems, water distribution, production and storage facilities, parking lots, residential and commercial developments, parks and much more. Fehr Graham is a premier provider of engineering, environmental and funding solutions for commercial, industrial, institutional and government clients with Midwest office locations in Illinois, Iowa and Wisconsin. Fehr Graham is an Engineering News-Record Top 500 Design Firm and Zweig Group Hot Firm.

management techniques. By investing in the professional development of their leaders, organizations can empower bosses to create positive work environments that promote employee well-being and productivity. The relationship between managers and employees is a critical factor in determining overall workplace satisfaction and mental health. A supportive people leader who prioritizes communication, recognition, and psychological safety can foster a positive work environment where employees feel valued, motivated, and resilient. Conversely, toxic behavior from managers can contribute to stress, anxiety, and burnout among employees, leading to decreased productivity and increased turnover. By recognizing the importance of the leader-employee relationship and investing in leadership development, organizations can create healthier workplaces and promote the well-being of their employees. Tips to have a positive impact on employees’ well-being: ■ Provide comprehensive education for people leaders on how to supervise a diverse group of people focused on inclusive leadership. ■ Embrace the principles of inclusive culture and commit, daily, to creating a space where folks can bring their full selves to work and not be met with resistance. ■ Use “working with me” documents to gather information about how individuals prefer to work. ■ Set up one-on-ones that aren’t strictly focused on business but also cultivate psychological safety so folks feel comfortable to share their experiences. Victoria Verlezza, Ph.D. is employee experience manager at Fuss & O’Neill, Inc. Contact her at vverlezza@fando.com.

VICTORIA VERLEZZA, from page 9

responsibilities when necessary. By fostering a culture of collaboration and flexibility, managers can reduce the risk of burnout and promote healthier work-life integration or balance among their team members. ■ Promoting psychological safety. Psychological safety refers to the belief that one can speak up, take risks, and express opinions without fear of negative consequences. People leaders who prioritize psychological safety create an environment where employees feel comfortable sharing their thoughts, concerns, and challenges openly. By actively listening to their team members, providing constructive feedback, and addressing conflicts or issues promptly, supervisors can build trust and mutual respect within the team, ultimately fostering better mental health outcomes. ■ Addressing toxic behavior. Unfortunately, not all people leaders prioritize the well-being of their employees, and toxic behavior in the workplace can have severe consequences for mental health. Micromanagement, favoritism, lack of communication, exclusion in the form of microaggressions related to identity, and bullying are just a few examples of behaviors that can erode employee morale and contribute to stress, anxiety, and depression. It is essential for organizations to address toxic behavior promptly through training, support, and, if necessary, disciplinary action to ensure a healthy work environment for all employees. ■ The role of leadership training. Developing effective leadership skills is essential for bosses to support their employees’ mental health effectively. Leadership training programs can help bosses cultivate empathy, emotional intelligence, conflict resolution skills, and stress

THE ZWEIG LETTER MAY 20, 2024, ISSUE 1538

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