communication

When your best junior associate ‘unexpectedly’ leaves, the decision was probably in the works for a long time, you just never saw it coming.

“A lot of managers in AEC firms – design and technical people who have become managers – need to learn a few supervisory basics.”

At what should be an incredibly productive and exciting time in the lives of young professionals, the AEC industry is failing to engage.

If you develop a reputation for being less than forthcoming, you could derail a critical ownership transition – and even destroy your firm.

If your firm uses a doer-seller business development model, empowering your team is necessary for their success and your bottom line.

Even if you’re at the lower rungs of the org chart, there are plenty of opportunities for meaningful acts of leadership.

Add value, share work, respond quickly, and be open about your process to get more business and increase revenue without spending more.

As firms suffer from a shortage of experienced design and construction professionals, the industry finds itself in the middle of a talent war.

On the surface everything might appear to be fine, but back at their office, the consulting engineers might be telling the (painful) truth.

It’s easy to send texts and emails, but to make a great and lasting impression, frequent phone calls throughout your network are essential.

A firm leader must break out of the deadline cycle and make a meaningful connection with employees. If not, performance will (predictably) suffer. Most of what we do today as…

“Just as it is easier (and cheaper) to keep an existing client than to get a new one, so goes it for your employees. Keeping good people is essential to your firm.”