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ON THE MOVE ENERNEX LEADERSHIP TEAM GROWS WITH GRID MODERNIZATION EXPERT RON CHEBRA EnerNex , an electric power research, engineering, and consulting firm, announces the addition of Ron Chebra as vice president of grid modernization. Chebra joins EnerNex with more than 30 years of operating knowledge in technology solutions in areas such as microgrids, renewable energy integration, smart grid, distribution automation, advanced metering infrastructure, demand response, battery energy storage, and “behind the meter” technologies. “We welcome Ron to our team; he’s a highly

respected industry veteran with an extensive network and a solid addition to our firm. He will be a crucial player in our strategic consulting and advisory services to the electric utility marketplace, particularly in the Northeast,” said Jeff Lamoree, EnerNex co-founder and CEO. Prior to EnerNex, Chebra served as distinguished solutions architect, utility and energy IoT with Verizon Enterprise Solutions and has held various leadership positions with Schneider Electric and DNV GL throughout his career. Chebra is the chairman of the

Distributech IoT/Smart Cities track, frequently publishes articles in leading industry journals, and is a sought after speaker on grid transformation topics. “Grid modernization initiatives have become a top priority across the country, and they are undeniably complex projects. This is a fitting time for us to bring Ron on board as it underscores our company’s commitment to lead our customers in this important and multifaceted space,” said Bob Zavadil, EnerNex co-founder and EVP.

STEPHEN LUCY, from page 9

participation in non-profit organizations. The demands on the firm can be minimal compared to the increased goodwill generated with your millennials and the public relations ben- efit for the firm. “Most millennials want to know what the future holds. If they fit in with the firm’s values and culture, then they must be told about the opportunities that they will be afforded based on their performance.” 7)Provide training. Just as important as providing millennials with career opportunities is providing them with the training to develop the skills necessary to advance their careers and es- pecially to lead and manage your firm. Learning through the school of hard knocks as many of us did is an antiquated ap- proach. Do you really want anyone to relive all the headaches you faced during your career? Develop in-house training, utilize external resources, and encourage peer-to-peer and mentor-protégé engagement. It is better to provide too much training than too little. 8)Provide clear ownership transition. If you are truly intent on growing opportunities for your millennial workforce, and exiting your leadership role, demonstrate that by establishing a “sell date” for your ownership position. Promote those who deserve to lead, but don’t promote them based strictly on their tenure or age. Be diverse in your promotions and avoid social promotions at all cost. 9)Be willing to take a risk. We were all young once and, whether we remember it or not, we were different than the generation before us. We should not approach this genera- tional transition facing our industry as the problem with millennials, but as the opportunity presented by millennials. Those firms that change in response to this opportunity will be the firms that are successful in the future. Millennials look at the world holistically versus work and life as separate and distinct entities. Recognize the value of their vision and bring them into your conversations. Establishing trust, mentoring their growth, charting their future opportunities – these are steps that are incumbent on the current leadership of boomer owners. STEPHEN LUCY is CEO of JQ with offices in Austin, Dallas, Fort Worth, Houston, and Lubbock, Texas. Contact him at slucy@jqeng.com.

to hold onto financial and other key operational data, mil- lennials want to understand how the business is doing, right down to the firm’s balance sheet. 3)Define a clear career path. Most millennials want to know what the future holds. If they fit in with the firm’s values and culture, then they must be told about the opportunities that they will be afforded based on their performance. Millennials are prepared to make financial sacrifices if their goals aren’t being met, and that includes leaving your firm if you don’t understand them. Just as important as presenting opportuni- ties, it is a disservice to not be candid with a millennial who is trying to fit in but obviously doesn’t. Be honest with that individual about his or her future. 4)Engage millennials in direct conversations. Make yourself accessible. Create and participate in mentor-protégé pro- grams, alter your work space to create an open office environ- ment, or simply engage your younger staff in conversation. The key is to develop a work environment which fosters col- laboration and communication – two things that millennials seek. “We were all young once and, whether we remember it or not, we were different than the generation before us. We should not approach this generational transition facing our industry as the problem with millennials, but as the opportunity presented by millennials.” 5)Empower millennials to make change. Create an environ- ment where ideas related to change are valued. This requires the acceptance of the suggestion of change and open evalua- tion, discussion, and reporting of why or why not the change will be implemented. The process must also be lacking in bureaucratic red tape which may mean that you need to create a flatter organizational structure which is another desire of millennials. 6)Recognize the importance of community service. Engage- ment with the community is an important goal for most mil- lennials. Therefore, providing opportunities for them to com- bine work with community service can be beneficial for both the employee and the firm. Initiate community service days, create matching charitable contribution programs, or support

THE ZWEIG LETTER May 15, 2017, ISSUE 1200

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