TZL 1408 (web)

As a result, after the pandemic ends, I believe that we will have a more flexible work environment using a hybrid model. And I’m comfortable with that. To me, the key litmus test is, “Are you effective at your job and are you meeting your commitments to your teammates and clients?” “Effective communication and collaboration with your team members and clients is essential to bringing projects together and producing great work.” TZL: Trust is essential. How do you earn the trust of your clients? WS: Simply put, we earn our clients’ trust by listening to their concerns and challenges, providing frank feedback and then delivering on the promises we make. I believe trust is a value that is simple in theory and more challenging in practice. The key to trust is consistently demonstrating these behaviors in all situations, regardless of how small or inconvenient the circumstance is. We have to recognize that the small decisions we make each day when serving our clients will accumulate to an overall sense of trust. Communication is also a big part of building and maintaining trust with our clients. During the pandemic, we learned how to communicate and build relationships with our clients through video conferencing, and we did that successfully. Now that our clients are returning to their offices, it is important that we adapt our communications to their situation, and now we are seeing a return to face-to-face meetings where and when possible. TZL: What skills are required to run a successful practice? What do you wish you knew starting out that you know now? WS: When I was in school, one of the reasons I chose to study engineering was because I was good at math and science and didn’t enjoy writing or public speaking. As I became more experienced in my career and eventually progressed into management, it became apparent that doing the engineering work was only half of being an engineer. The other half, especially when leading a team or practice,

is being an effective communicator. Effective communication and

collaboration with your team members and clients is essential to bringing projects together and producing great work. I advise young engineers to sharpen their communication skills (verbal and written) because those skills will become essential in their careers. TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? WS: We implemented a program in 2008 called Leadership Institute that focuses on cultivating our company’s future leadership. Every year, our future leaders go through an intensive nine-month training forum where they interact and build on each other’s strengths. Through a series of learning modules, the program prepares them for expanding leadership roles, and the curriculum helps define and develop their relevant skills. This is an excellent opportunity for employees to develop their soft skills – such as communication and interpersonal skills – and grow their emotional intelligence. These skills are important for employees in all positions, but become especially important for people management. This month, we launched a new employee development discussion program called COACH. This program promotes professional and personal development through periodic discussions between managers and employees focused on long- term goals and career objectives. I am excited about this forward-looking career development program. TZL: LAN’s website states that the firm’s “path is to develop sustainable infrastructure solutions for the evolving needs of the public.” Can you give me a recent example of a project that speaks their concerns and challenges, providing frank feedback and then delivering on the promises we make.” “Simply put, we earn our clients’ trust by listening to

HEADQUARTERS: Houston, TX NUMBER OF EMPLOYEES: 350 YEAR FOUNDED: 1935 NUMBER OF OFFICE LOCATIONS: 17 MARKETS: ❚ ❚ Healthcare ❚ ❚ Municipal ❚ ❚ Stormwater and drainage ❚ ❚ Wastewater and reuse ❚ ❚ Higher education ❚ ❚ Ports, marine, and coastal ❚ ❚ Transportation ❚ ❚ Water supply and transmission ❚ ❚ K-12 bond program management ❚ ❚ Rail and transit SERVICES: ❚ ❚ Alternative delivery ❚ ❚ Hydraulic and transient modeling ❚ ❚ Program management ❚ ❚ Stormwater management ❚ ❚ Architecture ❚ ❚ Land and site development ❚ ❚ Rail and transit ❚ ❚ Structural engineering ❚ ❚ Construction management and inspection ❚ ❚ MEP engineering ❚ ❚ Right-of-way

❚ ❚ Transportation services ❚ ❚ Disaster recovery and mitigation ❚ ❚ Pipelines ❚ ❚ Sanitary sewer overflow ❚ ❚ Wastewater treatment ❚ ❚ Facility condition assessments

See SET THE TONE, page 8

EMBER 13, 2021, ISSUE 1408

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