Leader

By Mark Zweig | This is essential if you want to build a good firm of competent people who can keep the business going whether you’re there or not.

By Frank Johnson | Be deliberate in identifying those who have the potential to grow into leadership roles, and help them develop the skill sets they need to be successful as future managers.

By Mark Zweig | The leadership abilities of you firm’s principals and managers will determine your collective success this year.

By John Bray | Approachable steps you can take to prepare for a potential acquisition down the road, and why it’s never a bad idea to take them.

By Mark Zweig | Things are real messy right now, but we can all get safely to our destinations if we keep our cool.

By Tammi Nagucki | Reconsider some of this advice, and you may find some insight to guide you through our current world of disruption and stress.

By Leo MacLeod | Delegation is a sign of a mature leader. It allows you to focus on how you can contribute at the highest level given your experience and wisdom.

By Kevin Token | A singular leader, in place for all time, might not be the best model for your firm. Consider a different way, one that plans for transitions and accommodates change.

Chairman and CEO of Salas O’Brien, an employee-owned firm with no corporate headquarters that provides building and facility solutions to clients across the United States.

President and CEO of Wiss, Janney, Elstner Associates, Inc. (Northbrook, IL), a global firm that’s committed to helping clients solve, repair, and avoid problems in the built world.

Principal and CEO of Enovate, a WBE/DBE/SBE firm that serves as a prime contractor as well as a subcontractor on city, state, and federal public agency and private projects.

President and CEO of Payette (Boston, MA), a firm that values the close relationships it builds with its collaborators on the journey from design to reality.