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BUSINESS NEWS CONTINENTAL INNOVATION POWERED BY FEMALE ENGINEERING AND TECH TALENT In October, international technology company Continental participated in the 2017 Women of Color STEM Conference and the Society of Women Engineers’ 2017 WE17 Conference – reinforcing its pursuit of gender diversity and leadership at all levels. Named one of FORTUNE Magazine ’s Most Admired Companies and one of America’s Best Employers by Forbes , Continental is committed to attracting top engineering and tech talent to its ranks and becoming the employer of choice. “At Continental, diversity and inclusion power our engine of growth and propel the drive we need to develop pioneering ideas, innovative products, and new business models,” said Samir Salman, CEO, Continental North America. “Continental is committed to fostering a more equal gender balance. Our percentage of management positions held by women has increased by double digits and we are committed to continuing this growth.” The 22nd Annual Women of Color STEM Conference was held in October at the Cobo Center in Detroit recognizes the significant contributions by women in science, technology, engineering, and mathematics. Continental sponsored the 2017 Women of Color STEM Conference Technology Luncheon, where rising stars and tech all-stars were recognized, in October. The company also

participated in the conference’s Career Fair Expo. Aruna Anand, head of Continental Engineering Services North America, received the Professional Achievement in Industry award during the Women of Color Awards Gala and Dinner in October. Anand has enjoyed a most distinguished career, having held numerous leadership positions of increasing responsibility in each of Continental’s divisions. Today, she oversees a team of more than 120 people tasked with developing intelligent technologies for transporting people and their goods around the globe. Anand’s technical expertise, coupled with her business acumen, has earned her a reputation as someone who gets things done – and done well. “This award intensifies my sense of responsibility to further the growth of women in STEM,” said Anand. “I believe it is vital that I do everything to the best of my ability. I’m grateful for this demanding journey that helped unveil strengths I wasn’t sure I possessed.” Continental will actively recruited at WE17, the world’s largest conference and career fair for women in engineering and technology. The 2017 conference was held at the Austin Convention Center in Austin, Texas. Every year the Society of Women Engineers convenes, celebrates and inspires more than 10,000 women in all career stages and provides invaluable ways for them to connect to discover

career opportunities and pursue professional development. According to the Bureau of Labor Statistics, women accounted for 14 percent of full- time wage and salary workers in architecture and engineering in the U.S. An article on ASME.org reveals that now, 18 to 20 percent of engineering students are women, compared to the early 1980s when less than 6 percent of engineers in the U.S. were women. Continental is expanding the range of flexible work practices offered to more than 18,000 employees in the U.S. The company now provides employees a longer paid maternity leave and offers fathers paid paternity leave. Telecommuting – the most utilized flexible work option at Continental – is extended to all eligible employees, provided the duties of their job allow them to perform their work at an offsite location. Continental also offers part- time positions and the option for employees to apply for an unpaid sabbatical for up to one year. Continental develops pioneering technologies and services for sustainable and connected mobility of people and their goods. Founded in 1871, the technology company offers safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic, and transport. In 2016, Continental generated sales of €40.5 billion and currently employs more than 227,000 people in 56 countries.

BILL MURPHEY, from page 3

What can you do to develop the future of your firm? ❚ ❚ As a principal. Assess your current staff and identify those who aspire to a leadership role, realizing that not everyone wants to be a leader. Groom potential leaders by exposing them to such things as the firm’s decision making process, leadership committees, and financial tools. ❚ ❚ As a mid-level leader. Identify emerging leaders among your newly licensed professionals, those working toward licensure, and even the interns. Take them out for lunch or a cup of cof- fee and discuss such things as design techniques and how to work with clients. Don’t make it a one-time thing; keep the conversation going. ❚ ❚ As a new professional. Learn all you can about the business of the business. Seek a mentor who can offer insights into the firm’s strategy, its clients, and the design business. Take courses in leadership and financial management. Volunteer to lead activities in the firm, such as a charity event, golf tourna- ment, or a blood drive. The simple truth is that generations come and go and the best way to perpetuate the legacy of your company is to identify and groom the next generation of leaders. Passing on years of experience to those who will rise behind us is the epitome of leadership. Great leaders grow even better leaders. BILL MURPHEY is Zweig Group’s director of education. Contact him at bmurphey@zweiggroup.com.

The good thing about growing successors is that we don’t have to limit ourselves to just one. An effective mentoring process can yield several future leaders. As the head of large and small organizations, I purposefully mentored multiple emerging leaders, regardless of their potential to replace me. Some had all the attributes, but just needed experience, guidance, and an opportunity; while others, to put it politely, needed a lot of work. “The simple truth is that generations come and go and the best way to perpetuate the legacy of your company is to identify and groom the next generation of leaders. Passing on years of experience to those who will rise behind us is the epitome of leadership. Great leaders grow even better leaders.” Having a deep bench is a good problem to have. It signifies the firm is healthy and can quickly overcome the loss of a key leader.

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

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