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BUSINESS NEWS TRIUMPH SIGNS SYSTEMS AGREEMENT WITH BOEING FOR LEGACY PROGRAMS AND 777X Triumph Group, Inc. signed an agreement with Boeing to provide various hydraulic and mechanical actuation assemblies for legacy Boeing programs. “This agreement demonstrates our commitment to the Partnering for Success program and follow-through on our recent agreement with Boeing to find additional areas to add value on their existing and new platforms,” said Tom Holzthum, executive vice president of Integrated Systems. “We are pleased to supply systems for new programs like the 777X, which is leading the way in fuel consumption reduction and overall operating costs.” “We appreciate Triumph’s renewed focus and energy in support of Partnering for Success, Boeing’s collaborative program to reduce cost and improve efficiency in our supply chain,” said Brian Baird, Boeing Commercial Airplanes vice president, Aircraft Materials & Structures, Supplier Management. “Meeting these shared objectives advances our longstanding relationship with Triumph and strengthens

Boeing’s position to win in the marketplace, enabling sales and work for Boeing and our extended supply chain.” Triumph Integrated Systems’ Fluid Power and Actuation operating companies will extend deliveries of pumps, actuators, accumulators, fuses, and assemblies for the various Boeing programs. In addition, Integrated Systems’ Mechanical Solutions operating company will provide cable and wire rope assemblies for these Boeing programs. Earlier this year Triumph and Boeing signed a memorandum of agreement supporting the expansion of Triumph’s role as an integrated systems and services supplier for Boeing’s growth platforms within their commercial airplane and defense programs and global services market. ISG NAMED TO 2017 CIRCLE OF EXCELLENCE ISG recently earned PSMJ Resources, Inc.’s 2017 Circle of Excellence award. ISG was the only Minnesota-based multi-disciplinary firm that received the coveted designation. PSMJ’s Circle of Excellence Award is designed to highlight firms that are successfully managed

and demonstrate outstanding achievements in overall performance categories that are outlined in the industry benchmarking survey, with business development, staff growth, and turnover being pivotal areas for review. Only four firms within ISG’s physical footprint made the published list, with ISG holding the most robust, in-house, multi-disciplinary team and Midwest offices that cover Iowa, Minnesota, and Wisconsin, with clients nationwide. “Paraphrasing PSMJ Founder and CEO’s recent Circle of Excellence award quote, top- performing firms think and act differently, and aren’t defined by geography, size, or services. ISG has always defined our own destiny, pushing boundaries that have allowed us to be intimately tied to our clients and their operations,” notes Chad Surprenant, ISG president and CEO. “Market expertise, to us, is defined by our ingenuity and comprehensive solutions not metrics, and the growth of our professionals continues to drive innovation.” “Talent and client engagement are key focal areas for our firm, and earning the 2017 Circle of Excellence award only furthers our commitment to such areas,” Surprenant said.

CHRIS CATTON, from page 9

❚ ❚ Work/life balance. Show that you truly care about your people being happy in their lives; you’ll get the most out of them if you do. ❚ ❚ Fun work environment. Who doesn’t like to have fun? If it’s fun at work, people are much more likely to stick around. ❚ ❚ Challenging work. Our industry is comprised of people who want to be challenged. Seek the work that feeds your employ- ees’ minds and satisfies their need for creativity. “There is not a silver-bullet answer for employee retention. It takes a mindful, coordinated approach to running a profitable operation with inspiring leadership and a stellar work environment.” ❚ ❚ Feeling valued and heard. Include your staff in developing the vision for the future! Ask them what they think. Make them feel included. ❚ ❚ Nurturing a learning environment. Provide opportunities for continuing education, lunch-and-learns, seminars, design charrettes, paid continuing education, etc. Now it’s time to sit down and create a retention plan with your firm leaders. Approach this like you would a business plan, with goals, a schedule, action items, and assignments. Each person in your firm plays a part in making this happen and has responsibilities. Talk openly about the fact that you care to hang on to your staff. They’ll thank you for it by staying put! CHRIS CATTON is Zweig Group’s director of executive search. Contact her at ccatton@zweiggroup.com.

of where the company is headed and that they can rely on the firm’s leadership to guide the way. ❚ ❚ Shared core values. This defines your culture. How can you expect people to toe the line if they don’t know your firm’s core values? Share your values openly and with enthusiasm. ❚ ❚ Clear understanding of success criteria. Again, it’s about communication and clarity and the shared blueprint for success. Make sure your staff understands how success is measured not only in your firm as a whole, but within their individual roles. ❚ ❚ Strong leadership. Strong leadership is inspiring. Give peo- ple something to follow. ❚ ❚ Clear path to leadership. Imagine how motivating it is for people to know exactly what needs to be done to get to the top. ❚ ❚ Feedback. People crave feedback. Train managers to regularly tell their staff how they’re doing. Turn mistakes into learning opportunities. Give kudos when they’re due. ❚ ❚ Open-book management. Why keep secrets? All that does is make people think the worst and feel disengaged. Share the details regularly. ❚ ❚ Financial stability and growth. Is your firm business-mind- ed and profitable? Are you able to pay bonuses regularly? If you’re not, your competitors probably are. ❚ ❚ Competitive compensation. Pay for what you want and get what you pay for. ❚ ❚ Profitability. Set revenue goals and pay attention to the numbers on a regular basis. Care about making money so you can pay for the infrastructure to grow and afford to attract the good people.

THE ZWEIG LETTER September 25, 2017, ISSUE 1217

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