In this episode, we talk to Dana Sherrell, Vice President of Engineering at Boulevard, about leading through influence as an engineering leader and how you can keep an engineering team on track when a company experiences rocket ship-like growth.
Here Are Some of the Key Points Discussed About Leading Through Influence:
This is a guest blog by Pamela A. Scott
Remember when you were in school and you turned in a paper that you had worked hard on and were proud of? Then you got the paper back.
Right at the top in bright red ink — or was it blood? — your teacher or professor had scrawled, “See me!” What did that message, always written in red, do to you?
What you got was a harsh version of feedback — one that’s painful, bewildering, embarrassing, and leaving you at a loss for words.
The fact that a red pen was used just made it worse. Studies have found that the color red is associated with “warning, prohibition, caution, anger, embarrassment and being wrong.”
Giving feedback should not produce those emotions.
Why Give Feedback
In 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.
Here Are Some of the Questions I Ask Peter:
- How do you personally make sure you are working on the right things each day when leading a fast-growing civil engineering company?
- When you have a fast-growing civil engineering company, how do you identify and solve problems?
- How important is it to create and document core processes and practice them consistently across the company?
- How do you build your company culture and carry it through in the company?
- 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:
In 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.
Here Are Some of the Questions I Ask Jenny:
This is a guest blog by Trilby Lawless, BigTime Software
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
This is a guest blog by Allison Hail
With 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: