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UPCOMING TRAINING

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TCEP 170: Leading a Fast-Growing Civil Engineering Company in Today’s World

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fast-growing civil engineering companyIn this episode of The Civil Engineering Podcast, I talk to Peter Moore, P.E., LEED AP, ENV SP, F.ASCE, President of Chen Moore and Associates, and official nominee for worldwide ASCE President-Elect in 2021 about his experience over the years being a leader at a very fast-growing civil engineering company. The interesting part about his experience is that he became a part-owner at a very young age. He also discusses his vision as nominee for the ASCE President-Elect 2021.

Engineering Quotes:

Here Are Some of the Questions I Ask Peter:

  1. How do you personally make sure you are working on the right things each day when leading a fast-growing civil engineering company?
  2. When you have a fast-growing civil engineering company, how do you identify and solve problems?
  3. How important is it to create and document core processes and practice them consistently across the company?
  4. How do you build your company culture and carry it through in the company?
  5. You are a nominee for the ASCE President-Elect in 2021. Can you share with us what your vision is as a nominee?

Here Are The Key Points Discussed in This Episode About Leading a Fast-Growing Civil Engineering Company:

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TCEP 168: The Importance of Having a Vision-Driven Company (and Developing Your People)

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Vision-Driven CompanyIn this episode, the third in our Civil Engineering Entrepreneurs series, I talk to Jenny Snape, P.E., Managing Partner at Batture, LLC about building a vision-driven company with a social mission that does both profit and pro-bono work.

Engineering Quotes:

Vision-Driven Company

Vision-Driven Company

Here Are Some of the Questions I Ask Jenny:

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How to Navigate the Challenges of Managing Remote Work

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This is a guest blog by Trilby Lawless, BigTime Software

Remote Work

Over the last 10 years, remote work has grown in popularity by 91%. Even though the current pandemic has given businesses no other option but to move to remote work, many have seen it as a silver lining. The benefits for employees are clear: flexible work structures, improvement to work-life balance, job satisfaction, and productivity.   

But as leaders and managers, you may think: It’s great for individuals, but how do I make it great for the business? 

After all, you need to keep goals and projects moving forward, but managing teams and your firm’s operations simply looks different outside of the office. A new set of challenges can arise.  

The good news is that with the right tools in place, it is now easier than ever to make this happen and to make it happen efficiently. In this post, we’ll explore the three most common challenges of managing a remote or hybrid office for engineering firms, and the strategies you need to navigate them successfully.  

The goal is to have a new management outlook for remote work, so your firm can find its groove outside of the office and empower your team to be productive and grow.  

Let’s get into it.  

Challenge 1: Lacking an Operational Process That Fosters Communication and Insight Into Progress and Staff Utilization

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How to Hire and Manage Millennials

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This is a guest blog by Allison Hail

MillennialsWith millennials making up a large part of the workforce, it’s fast becoming necessary for all employers to know how to manage them. Millennials who have just graduated are well aware of the growing opportunities in other countries. As a result, they are likely to consider moving abroad; one study suggests that 59% of millennials in the United States would consider moving to a foreign country for a job, compared to 35% of the general population, and this statistic is even higher in countries such as France and the Netherlands. There are a few things to keep in mind that will make hiring and managing millennials a smooth process:

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