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As we identify shining stars, we have an incredibly success- ful ownership transition program that rewards our top per- formers and incentivizes them to increase the value of the company, while benefitting from real wealth creation. To- day roughly 15 percent of our employees are McAdams’ stockholders. “Growth is a tenet of our firm, which creates lots of new and exciting opportunities for our teammates. In our all-hands meetings, I commonly cite that, going forward, each successive year will be ‘the best year ever.’” In addition to career development and our ownership pro- gram, we have a great culture. Our HR team is deeply en- gaged and they pull out all the stops to ensure that our folks feel connected to the “McAdams community,” feel appreci- ated for their contributions, and are rewarded for their ef- forts. TZL: Monthly happy hours and dog friendly offices. What do today’s CEOs need to know about today’s workforce? MM: By-and-large, I believe the superstars in today’s work- force want the same thing that dynamic impact players of prior generations have always craved – opportunity to excel as an individual while being on a winning team filled with like-minded high performers. This generation is more motivated and vested in under- standing the purpose of their work and our company’s work. The sense of making a positive impact and contrib- uting to a greater purpose is as important to them as their compensation, which is why we reinforce the personal na- ture our work has in the lives of people who will use the places we create. We also talk a lot about “authenticity” for today’s workforce. We have to be who we are, and we have to be as open and transparent about where we want to go as a firm. If that doesn’t pair up with the candidate then we don’t try to make it fit. This generation, more than any, can tell a fake from a mile away. They’re looking for a place that’s trans- parent and honest … what they would say is “real.” While a leadership structure is important, they will not tolerate lay- ers of bureaucracy that does not allow for streamlined com- munication, sharing of ideas and the opportunity for accel- erated upward mobility. TZL: In the event of failure, how does your firm react? MM: We’ve been fortunate to not experience any events that we categorize as “failures.” However, as a growing com- pany, we understand the importance of taking risks. Guided by our five-year vision and strategic plan, we’re doing lots of things simultaneously, and everything isn’t perfect. When

we run up against challenges or adversity, we collectively as- sess what’s happening, adjust tact and get back to it. What’s most important is that we’re unified and aligned about our goals throughout the organization. This makes it easier for us to overcome whatever obstacles may come our way. TZL: The A/E market is great right now. What are you do- ing to cushion your firm in the event of a downturn? MM: We’ve targeted office locations in growth markets where we strongly believe in the underpinning of their eco- nomic drivers. Additionally, we have a deliberate focus on delivering market sector expertise for a diversity of client sectors. For example, we’ve invested heavily into becom- ing experts within higher education, healthcare, energy and public sectors during this economic expansion to mitigate the effects of a slowdown in our residential or commercial sectors. We believe sector and geographic diversity are im- portant, but we also believe that the best protection against the effects of a downturn in any sector is to be a definitive expert with a deeper understanding of the needs of each cli- ent, and a willingness to adapt to serve their specific needs. TZL: How do you deal with underperforming employees? What are your steps for removal after they have prov- en to be ineffective, or even counterproductive, to your firm? MM: Most times, our rigorous and deliberate hiring process helps us avoid this situation. However, when faced with it, we can’t let it go unchecked. Our managers work closely with our HR department to have those unpleasant conver- sations and to provide a very specific performance improve- ment plan for the employee. It’s reassuring to know that several times heightened communications and more spe- cific expectations have resolved the problem. In other in- stances, it becomes clear to both parties that it’s not going to work and the employee usually decides to pursue some- thing else. TZL: Firms that have principals and firm owners that lower their compensation and invest back into the firm perform better, grow quicker, and have higher valua- tions. How do you balance owner compensation with in- vestment in the firm? See CONFERENCE CALL, page 8 “This generation is more motivated and vested in understanding the purpose of their work and our company’s work. The sense of making a positive impact and contributing to a greater purpose is as important to them as their compensation.”

mber 27, 2017, ISSUE 1225

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