Engineering Inc - July/August 2019 - 21

we get projects and contract for projects, is
a way to inspire both sides so that we as an
ACEC group can all benefit."
NEW LEADERSHIP SKILLS

Navigating the seismic shift in the engineering profession requires an important set of
leadership skills if firms are to continue riding the wave of change. In today's environment, leaders must adapt to rapidly changing conditions, according to Barrett.
"Everything is changing-the way we
interact with our staff, the generational
differences with employees and clients and

also essential, no matter how busy you are,
to continue to invest in the professional
development of your employees. It is
leading by example, but also empowering
your own employees. As a leader, you need
to make sure that does not slip because
you are too busy."
Engineering firm leaders also need to
reinforce the purpose of the company and
its clients.
"I believe that our people function,
operate and thrive when their purposes are
being achieved," London says. "Employees
join an organization because they believe
that a company's purpose fits with theirs.
We have to continue reminding our
employees about how all our purposes
should align. As an industry, we are firms
full of great purpose. People talk a lot about
compensation, but I am a big believer that
as long as they feel like they are being compensated fairly, then purpose will drive all
other decisions about retention."
VISION FOR THE FUTURE

Mitchel Simpler

evolving technologies," says Barrett. "A
leader today has to be able to see what is
coming down the road and position their
firm to capitalize on these things."
"Today's engineering firm leaders
need more than technical engineering
expertise; they need a wider breadth of
knowledge to successfully run their engineering business," Michael Smith says. "It
is having a breadth of knowledge (beyond
engineering): about political matters and
things that affect their clients, firm items
regarding risk, legal and HR issues. That is
very different than it was decades ago. The
value of an engineering consultant is that
innovative thought process and the expertise
and knowledge that they bring to the table,
not just the plan-sets."
MENTORING AND
EMPOWERING EMPLOYEES

Despite abundant times for the industry,
firms still struggle with a long-time threat-
recruiting and retaining top engineering talent. To be successful, it takes commitment
from top leadership, according to Carrato.
"It is a very tough market right now. I
believe you have to have a vision for your
firm and share that vision through effective communication," says Carrato. "It is

Engineering firm leaders also need to have
a wide scope of vision, says Kenneth Smith.
"You have got to be able to look out into
the future," he says. According to Smith,
fewer younger engineers are interested in
the traditional ownership stake in the firm.
"Less folks are really interested in that
model, so you have to look into the future
and have a vision," he adds. "I am not even
sure that calling ourselves an engineering
firm is even what we need to do in the
future. It is more of an innovative systems
approach. Clients want us to bring new and
better innovative systems to the table."
ACEC President and CEO Linda Bauer
Darr says, "It is abundantly clear that new
technologies are prompting an evolution
in the way our Member Firms operate and
apply best practices. It is gratifying to realize
that the passion and expertise possessed by
the new ExCom helps position the Council
to effectively serve our members' interests
during these fluctuating times."
RELATIONSHIP BUILDERS

Firm leaders must be relationship
builders-both internally and externally,
according to Wolverton.
"Internally, it is about culture. You want
to have a good environment, challenging
projects and people who have a sense of
autonomy," says Wolverton. "Externally,

engineers are
really an extension of the staff
of our clients.
We serve as
development
managers or
liaisons to
government
officials, or
we advise on
financing.
Linda Bauer Darr
Those clients
want to work
with that engineer who is willing to step up
and take on so much more."
Simpler believes that part of relationshipbuilding is being a good listener. "You
need to hear what people are telling you,"
he says. "You need feedback upward and
downward, communication where staff and
clients are both telling you the facts and
what is happening so that you are able to
make informed decisions. Leaders should
also have empathy and not be a dictator or a
narcissist."
Firm leaders need to be very savvy with
the contract terms that they agree to in order
to protect themselves from a liability standpoint, according to Hachem.
"Especially when we accept terms
in a contract that have broad-form
indemnification and duty to defend," says
Hachem. "They must ensure they have tight
reins on what is expected of them and what
they are going to do under the contract, and
that the contract has fair terms and conditions should something go awry."
CAUTION AHEAD

While the engineering industry for the
most part has felt confidence and security
with the economy, some are now asking,
can this go on forever? Savvy firm leaders
should prepare for any type of change in the
economy, whether slight or dramatic.
"In the event that the economic bubble
does burst, it would be wise to make sure
there are some cash reserves, and some planning should be done prior to expectations
going forward," Gozdziewski says. "It is very
tough to implement business decisions during chaos, so you should have some steps in
place prior to any downturn events." n
Stacy Collett is a business and technology
writer based in Chicago.

JULY / AUGUST 2019

ENGINEERING INC.

Engineering Inc - July/August 2019

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