• STYLE
OF LEADERSHIP
Emerging Leaders Program at Dewberry
Architectural and engineering
firm Dewberry launched
an
Emerging Leaders Program
in 2006 to
groom future leaders.
According to former
CEO Ron Ewing,
“The firm just wasn’t see-ing a
big enough pool
of internal candidates
to move into
leader-ship positions.”
The program is a
year-long development program
for a class of 15
to 20 staff
who have been
with the firm
for a minimum of 2 years
and have from 5 to 10 years of
experience. The program is open to
both architectural and
engineering staff as
well as to
marketing,
legal, and HR employees. As Ewing explains, “We are looking for a
mix of technical and support staff backgrounds. We’re hopeful that
each team member
will move into a
project management role
and
then aspire to leading a larger
group—maybe a department or ulti-mately
an office.”
At the beginning of each year,
each office manager or business unit
manager is invited
to write a letter
of recommendation nominating
one or more
staff members to
attend the program. A steering com-mittee
including the CEO,
COO, Training and
Development
(T&D) Director,
and selected regional
and division managers
reviews the list
of recommendations, along
with each candidate’s
performance reviews and
salary history for
the last 3
years. The
committee short-lists about
20 to 30
nominees, who are
asked to
write a one- or
two-page self-assessment and
narrative of how
they
think the program
will benefit them.
“W e’re looking for
insight,
self-awareness, an interest in self-improvement, and either a career
or professional goal
that will be
advanced by their participation in
the program,” says Ewing. The committee discusses each candidate
in detail and
selects the finalists.
Each candidate, whether
chosen
for the program
or not, receives a
debriefing from his
or her man-ager or the T&D Director.
The program involves a development workshop
each month. The
team is responsible for a special
group project as well as an individ-ual
development project that
must be completed
at year’s end.
Once a year the firm
hosts an alumni
event at firm
headquarters
for all program
participants to meet
and network. According
to
Some Parting Advice for Leaders
“Be sure
you want to do it.”
“There is
an under appreciation for the skill it takes to lead one of these kinds
of businesses.”
“Be honest.
If you erode
trust, the entire
organization can collapse
like a
house of cards. Walk the walk, own fault, admit mistakes.”
We asked interviewees to give us a
few words of parting advice for
other firm leaders. We got some
wonderful one-liners, such as “Don’t
drink your own
bathwater,” and quite
a few cautionary
thoughts,
including “Be very
careful out there,”
“Don’t forget to
breathe,” and
“Stay healthy.”
Following are a few
common themes that
emerged
from these discussions:
• Adopt a
leadership mind-set. Recognize
that you are
now a
leader. See this
as a new phase
of your career
that requires an
entirely new set
of skills and
priorities, and allocate
your time
and energy accordingly.
• Stay open
and curious. Being
a leader is a continual
learning
process. Being open
to new ideas
is vital. Stay
fresh and
برنامج القيادات الناشئة في Dewberry
أطلقت المعمارية والهندسية لشركة Dewberry
برنامج القيادات الناشئة في عام 2006 إلى قادة المستقبل العريس.
وطبقا لرئيس يوينغ رون الرئيس التنفيذي لشركة "الشركة فقط لم نرى جي بركة كبيرة بما يكفي من المرشحين الداخليين للانتقال إلى زعيم للسفن المواقف."
البرنامج عبارة عن برنامج تطوير لمدة عام لفئة من 15
ل20 موظفا الذين كانوا مع الشركة لمدة لا تقل عن 2 سنوات
ونتلقى من 5 إلى 10 سنوات من الخبرة. البرنامج مفتوح لل
كل من الموظفين والهندسة المعمارية وكذلك لتسويق،
القانونية، والموارد البشرية موظف. كما يوينغ يفسر، "نحن نبحث عن
مزيج من الخلفيات الموظفين الفنيين والدعم. نحن نأمل أن
كل عضو في الفريق والانتقال إلى دور مشروع إدارة و
ثم تطمح إلى قيادة أكبر مجموعة، وربما إدارة أو أولتي-mately مكتب. "
في بداية كل عام، كل مدير المكتب أو وحدة الأعمال
مدعو إلى مدير بريد إلكتروني ترشيح توصية
رسالة أحدث
الصفحة الرئيسية
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