Engineering Inc. - July/August 2005 - I16

BUSINESS MANAGEMENT PROJECT MANAGEMENT HUMAN RESOURCES LEADERSHIP & ETHICS
& QUALITY & PROJECT DELIVERY A New Age in The Key Obstacles to Business
How's Your Laugh Life? Humor, How Firms Retain Clients Growth Recognizing
the Performance Feedback Health and High Performance When a Rainmaker
Warning Signs of Success and Leaves Roger Pickar, Rating Source Karen
Susman, Remarkable Associations Responding Effectively Dennis M. Schrag,
The Longview The design and construction industry Guarantee: Engineers
will leave this session Kirk A. Dando, Dando Advisors Group commonly
misses the boat on con- healthier than when they entered! This participa-
Dando will discuss the obstacles to growth that structive evaluation
measurements tory, rib-tickling session reveals current research The
Society for Marketing all engineering companies eventually encounter. and
team corrections. When evalua- on the impact of humor, laughter, fun and
play on Professional Services Foundation What leadership does in response
determines if tions are real time and the environ- health, stress,
productivity, creativity, relationships, S M P S funded research to
identify the company moves to the next level, levels out ment receptive,
corrections based on staff turnover, and career success. Participants the
best practices of professional in its growth or worse. Explore the three
stages constructive suggestions can be experience the power of humor
through props, design organizations. Consulting engi- of business growth
and outline the necessary made proactively and, importantly, video
snippets and activities, and handouts that neering sales depend largely on
changes regarding strategy, systems, people, standards for project
performance include 23 tips for increasing workplace fun. You'll trusted
relationships. How do firms marketing, and finances required for a company
may be established. even enjoy a song parody written just for ACEC!
successfully retain clients after their to evolve as a mature, financially
stable, profes- rainmaker leaves? Small firm? Large Improved Risk-Taking
Making Great Leaders of sionally managed business. firm? Doer-sellers?
Full-time sellers? and Decision-Making Technical Experts Learn how you too
can retain clients Strategic Planning: Tips, Tricks through this
interactive lecture format. Harold Ballenger, O&I, Inc. Sharon Youngblood,
Youngblood Consulting, and Traps Inc. Managers are continually asked to
Trusted Advisors: Born or Raymond Kogan, AIA, Kogan & make good decisions
under time Developing highly trained technical people into Developed?
Company, LLC pressure, with resource constraints effective leaders is one
of the biggest challenges Charles Fleetham, Project The competitive
marketplace demands that and imperfect judgment without facing design
firms. Bright engineers promoted to Innovations, Inc. engineering firms
become increasingly busi- an understanding of the decision- management
quickly realize that they are poorly ness-savvy, and strategic planning is
the most making process. This session will prepared to assume the
complications of manag- Becoming a trusted advisor is a powerful and
highly leveraged tool leaders explore how to structure individual ing and
leading. This session will explore what Holy Grail for a consultant. This
pow- can employ to guide their firms toward future and group
decision-making to your leaders need to know at each career level erful
connection allows both client and growth and prosperity. Participants will
gain reduce inappropriate gut instinct and how to develop the appropriate
skills to reach consultant to leap over the impersonal valuable lessons
from firms that have devel- decisions, as well as numerical the next
level. and sometimes degrading owner- oped strategic plans successfully
and use methods to assess risk in evaluat- vendor relationship. Are
trusted advi- Performance-Based Pay the OA Way them as dynamic management
tools. ing alternative decisions. sors born or are they made? Get the
answers in this workshop. Patty McManus, Olsson Associates Sources of
Competitive Risk Management On average OA has distributed 65% of annual
profit Ownership Dilemma: Advantage in U.S. Engineering Implications of
Site to 90% of the firm's employees. Learn how to design Creative
Solutions for Firms Visits by Engineers an all-inclusive bonus program
that rewards employ- Closely Held Companies Stephen F. Mayer, PhD, PE,
Mayer Co-sponsored by CASE ees for performance. Participants will learn
the Consulting Michael O'Brien, ZweigWhite upsides and downsides of
performance-based pay There was a time when the prevail- plans and get
techniques to communicate and man- This presentation provides an in-depth
look at How a firm's ownership is structured ing thought was that if you
don't visit age your bonus program through periods of growth. the sources
of competitive advantage in U.S. will influence how much value can be the
site you won't attract any liability. engineering firms. Drawing upon a
survey of created. But creating an ownership Today, site visits are
crucial construc- Improving Organizational Design- the top 300 firms from
the ENR's Top 500 structure that increases liquidity can tion phase
services that help clarify Culture Design Firms, a series of important
strategic be daunting if you have owners who and interpret the design for
the con- factors were evaluated. This session will show are desirous of
maintaining control. tractor. Learn how you can add con- Paul Bryant, PE
findings that offer tangible applications for This session will offer
creative tools for struction phase services as a part of Firm culture is
evident on many levels, from lobby consulting engineering firms and
thought- enhancing shareholder value through your scope and minimize
design and furniture to employee interactions. Unfortunately, provoking
insights for executives looking to various ownership structures and
construction inconsistencies. principals often are highly technically
savvy but miss enhance strategic performance. employee incentive tools.
underlying subtler elements that are critical to a firm's success. This
session will look at levels of cul- The Faces of Leadership The Business
Use of ture, recognized cultural forms, reinforcement of cul- Laser
Scanners for Scott W. Braley, Braley Consulting and ture, and how to match
your firms' culture with Surveying Training other organizational design
determinants. Co-sponsored by COPS Leaders must face situations with
confidence The State of Professional Education in and capability. Whether
you must put on a 3D laser scanning systems have been the Consulting
Engineering Industry game face or a happy face, you can't employed very
successfully in survey- afford to be just another pretty face. Your ing.
These scanning systems allow the Mick Morrissey, ZweigWhite style must be
just as flexible and varied as user to survey both surfaces and
Professional development should be critical to your leadership
opportunities and challenges. three-dimensional bodies. The high
engineering firms looking to recruit and retain Learn about yourself, how
to read others quantity and precision of the meas- quality employees, yet
many firm leaders don't and what to do to achieve extraordinary ured
points enable the user to gener- have a training budget. This seminar
demonstrates results. ate realistic, 3D illustrations of com- how to
establish, implement, and promote an plex structures. Learn the successful
effective training program that will develop careers. business use of this
technology. Identify potential leaders through training, sharpen staff
skills, and discover which employees excel in areas that can bring the
firm more business. I-16         

Engineering Inc. - July/August 2005

Table of Contents for the Digital Edition of Engineering Inc. - July/August 2005

Members in the News
Well-Prepared Leadership
Remembering the Codes
ACEC's 2005-2006 Executive Committee
Market Watch
Institute for Business Management
Contents
News & Notes
Business Insights
Cover Story: Interview with Senator Jim Talent
ACEC Fall Conference
EEA Call for Entries
One on One
Premium Increase Slowing
Legislative Action
From ACEC To You
Engineering Inc. - July/August 2005 - Cover1
Engineering Inc. - July/August 2005 - Cover2
Engineering Inc. - July/August 2005 - Contents
Engineering Inc. - July/August 2005 - From ACEC To You
Engineering Inc. - July/August 2005 - 3
Engineering Inc. - July/August 2005 - News & Notes
Engineering Inc. - July/August 2005 - 5
Engineering Inc. - July/August 2005 - 6
Engineering Inc. - July/August 2005 - Market Watch
Engineering Inc. - July/August 2005 - Legislative Action
Engineering Inc. - July/August 2005 - 9
Engineering Inc. - July/August 2005 - Cover Story: Interview with Senator Jim Talent
Engineering Inc. - July/August 2005 - 11
Engineering Inc. - July/August 2005 - 12
Engineering Inc. - July/August 2005 - 13
Engineering Inc. - July/August 2005 - Well-Prepared Leadership
Engineering Inc. - July/August 2005 - 15
Engineering Inc. - July/August 2005 - 16
Engineering Inc. - July/August 2005 - 17
Engineering Inc. - July/August 2005 - Remembering the Codes
Engineering Inc. - July/August 2005 - 19
Engineering Inc. - July/August 2005 - 20
Engineering Inc. - July/August 2005 - 21
Engineering Inc. - July/August 2005 - 22
Engineering Inc. - July/August 2005 - 23
Engineering Inc. - July/August 2005 - Premium Increase Slowing
Engineering Inc. - July/August 2005 - 25
Engineering Inc. - July/August 2005 - 26
Engineering Inc. - July/August 2005 - ACEC's 2005-2006 Executive Committee
Engineering Inc. - July/August 2005 - 28
Engineering Inc. - July/August 2005 - 29
Engineering Inc. - July/August 2005 - Business Insights
Engineering Inc. - July/August 2005 - 31
Engineering Inc. - July/August 2005 - Members in the News
Engineering Inc. - July/August 2005 - 33
Engineering Inc. - July/August 2005 - 34
Engineering Inc. - July/August 2005 - 35
Engineering Inc. - July/August 2005 - 36
Engineering Inc. - July/August 2005 - 37
Engineering Inc. - July/August 2005 - 38
Engineering Inc. - July/August 2005 - 39
Engineering Inc. - July/August 2005 - ACEC Fall Conference
Engineering Inc. - July/August 2005 - 41
Engineering Inc. - July/August 2005 - 42
Engineering Inc. - July/August 2005 - 43
Engineering Inc. - July/August 2005 - One on One
Engineering Inc. - July/August 2005 - Cover3
Engineering Inc. - July/August 2005 - Cover4
Engineering Inc. - July/August 2005 - EEA Call for Entries
Engineering Inc. - July/August 2005 - Entries2
Engineering Inc. - July/August 2005 - Entries3
Engineering Inc. - July/August 2005 - Entries4
Engineering Inc. - July/August 2005 - Entries5
Engineering Inc. - July/August 2005 - Entries6
Engineering Inc. - July/August 2005 - Entries7
Engineering Inc. - July/August 2005 - Entries8
Engineering Inc. - July/August 2005 - Institute for Business Management
Engineering Inc. - July/August 2005 - I2
Engineering Inc. - July/August 2005 - I3
Engineering Inc. - July/August 2005 - I4
Engineering Inc. - July/August 2005 - I5
Engineering Inc. - July/August 2005 - I6
Engineering Inc. - July/August 2005 - I7
Engineering Inc. - July/August 2005 - I8
Engineering Inc. - July/August 2005 - I9
Engineering Inc. - July/August 2005 - I10
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Engineering Inc. - July/August 2005 - I16
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