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OPINION
By applying these principles, a manager can become a source of inspiration, guidance, and stability for their team members. The role of a supportive manager
S urely we have all heard the phrase, “People leave managers, not companies.” There is a significant truth to this statement. I, for one, have been the victim of this experience more than once! The importance of effective leadership cannot be overstated, especially in the AEC industry where talent is in high demand, and talent and client retention are a challenge.
Safa Kamangar
If you recall Maslow’s Hierarchy of Needs, at the base you will see the basic human needs, including “physiological needs” (many of which require a well- paying job) and “safety needs” (like job security). Most engineering firms involved in the water/wastewater industry nowadays may offer the same benefits in this highly competitive market. Next up is “love and belonging,” which is satisfied through personal relationships, including with friends, family, and other loved ones. This is where providing flexibility and work- life balance can become a differentiator. At the top of the pyramid sits “esteem” and “self-actualization” – the need for respect, recognition, and self-esteem, and the need and desire for one to become the best version of oneself. By investing in the human aspect of business interactions, we create an environment where our team feels respected and motivated, and our clients feel understood, valued, and confident in the abilities of the team. This personal connection not only strengthens our existing partnerships but also opens doors to new opportunities and collaborations.
In the rigid world of civil engineering, the role of a supportive manager extends beyond the team dynamics that influence both talent retention and client satisfaction. A supportive manager also plays a key role in developing self-esteem and nurturing personal growth. Managers play a pivotal role in promoting a culture of innovation, collaboration, and continuous learning. As a team leader, I have realized the significance of being “firm, friendly, and fair” (we can call these the three Fs of management) – a philosophy that one of my first mentors taught me more than 25 years ago and has shaped my approach to engaging with peers and staff, and to managing teams. In order to be an effective leader, you need to be: ■ Firm in purpose. Effective management requires a firm hand in setting clear objectives and expectations that are reasonable and achievable. This involves establishing well-defined goals, timelines, and project scopes. However, being firm
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THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532
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