AEC Leadership Skills That Drive Impactful Projects

Key Concepts

• Clean Water Business Case: Beyond compliance and sustainability, it's about creating long-term value for communities and clients.
• AEC Leadership: Requires building high-performing teams, adapting to change, and effective communication.
• Program Management: Managing a portfolio of interconnected projects, requiring a broader strategic view than project management.
• High-Performing Teams: Built through mentorship, mission alignment, fostering talent, collaboration, and accountability.
• Adaptability to Change: Essential in the AEC industry due to constant technological, climate, and funding shifts.
• Communication: Crucial for internal and external stakeholders, regulators, policymakers, investors, and the public.
• Leadership Development: Involves learning from experienced individuals, embracing new roles, and continuous self-improvement.
• Succession Planning: Bringing in and developing the next generation of leaders within programs and organizations.

Summary

This episode of the AEC Leadership Podcast features David Oswalt, Water Business Group Director at GFT, who shares insights on leadership, team building, communication, and program management within the Architecture, Engineering, and Construction (AEC) industry.

The Business Case for Clean Water and Communication

David Oswalt emphasizes that the business case for clean water extends beyond mere compliance and sustainability. It is fundamentally about generating long-term value for both communities and the clients of organizations. He highlights the critical role of effective communication in demonstrating this value internally and to the broader public. This communication is essential when advocating for clean water investments, requiring collaboration with regulators, policymakers, and private investors. Oswalt notes that public demand for clean drinking water and functional infrastructure is a key driver. He uses the example of the deteriorating condition of the Lake Hodges dam in San Diego, which is at high risk and requires repair, illustrating the need for clear articulation of issues to the community and stakeholders to secure necessary funding and action. The challenge lies in aligning diverse interests, including technical experts, governing boards, local communities, and the business sector, to prioritize investments.

Navigating the "New Normal" and Addressing Emerging Issues

The conversation touches upon the "new normal" in the marketplace, characterized by shifting conversations around critical issues. Oswalt points out that topics like PFAS (Per- and Polyfluoroalkyl Substances) and the Lead and Copper Rule, once avoided by some agencies for fear of the obligation to fix identified problems, are now being addressed more proactively. This shift is attributed to leadership within public utilities and state/local governments. He recalls his experience with the California Environmental Protection Agency under Governor Wilson, where success in addressing water contamination was achieved by demonstrating a commitment to problem-solving, which then garnered public and legislative support. This underscores the paramount importance of both internal and external communication.

The Rise and Importance of Program Management

The podcast delves into the increasing prevalence of program management in the AEC industry, driven by the complexity of modern infrastructure programs. Oswalt explains that program management involves overseeing a portfolio of interconnected projects, requiring a broader, strategic perspective than traditional project management. He shares his experience with various water-related programs, including the San Francisco Public Utilities wastewater program, which aimed to proactively address EPA consent decree requirements. Program management, according to Oswalt, is crucial for bringing together teams, enhancing efficiency, delivering value, and fostering collaborative delivery. He cites examples like the BC Waters programs at Blue Plains (the largest wastewater treatment plant) and the Southern Nevada Water Authority program from two decades ago, which integrated numerous consultants to address critical water supply needs. These programs demonstrated successful collaboration and community outreach, exemplified by San Francisco's "Your number two is our number one" campaign, which used humor to highlight the need for system upgrades.

Key Attributes of a Strong Program Leader

Oswalt outlines the essential qualities of a strong program leader: robust leadership and communication skills, and the ability to collaborate effectively not only with clients but also with their own teams, contractors, and subcontractors. He emphasizes that successful program managers are excellent communicators and collaborators who can unite diverse groups towards a common goal. He references a client's request for a program manager with an "S on their chest," signifying someone who can "get things done" and manage large-scale initiatives. Drawing from a book on project and program success, Oswalt reiterates that communication and thorough planning are vital, along with identifying and achieving "quick wins" to build team cohesion.

Building High-Performing Teams

The discussion shifts to the critical aspect of building high-performing teams in the AEC industry. Oswalt stresses that retention begins on day one and is fostered through mentorship, mission alignment, and embracing talent with a clear career path. He advocates for fostering technical talent through collaboration and accountability, emphasizing investment in the team. He also champions a more flexible approach to career progression, suggesting that individuals ready for significant roles should be given those opportunities with support, rather than adhering to rigid age-based progression. Setting clear expectations and holding team members accountable is identified as a crucial leadership practice, providing clarity and direction.

Adapting to Change and Effective Communication

Oswalt highlights the necessity of adapting to change, which is a daily occurrence in the AEC sector. He reiterates that effective communication is the key to navigating change, especially negative changes. Over-communication and proactive engagement with teams are essential. He acknowledges that not all technically skilled individuals are effective people managers and that leaders must address these situations. The impact of supervisors on employee retention is significant, underscoring the need for supervisors to be aligned and skilled in leading and mentoring their teams. The rise of flexible and remote work arrangements has reduced informal learning opportunities, making intentional efforts to build communication platforms, such as daily "lunch bunch" calls, vital for fostering connection and addressing issues.

Leadership Development and Continuous Learning

Reflecting on his own leadership journey, Oswalt attributes his growth to working with exceptional individuals. He draws parallels between government affairs and political campaigns, applying the same strategic, multi-faceted approach to winning projects. This involves considering geopolitical factors, technical solutions, subcontractors, relationships, and past performance. He emphasizes the importance of continuous client engagement, even after a project is won. Oswalt advises AEC leaders to lead with purpose, bring their teams along, and practice empathy, drawing inspiration from figures like Simon Sinek. He stresses that leadership and culture significantly impact employee experience.

Final Advice for AEC Leaders

In conclusion, Oswalt offers final advice to AEC leaders amidst current market uncertainties, including federal funding fluctuations and potential government shutdowns. He urges leaders to stay close to their teams, maintain open communication with clients, and remember that engineering is a "people business." Leaders must understand client needs and constraints, offering solutions that are both efficient and affordable. He reiterates the importance of leading with purpose, fostering collaboration, and practicing empathy. He also highlights the interconnectedness of the AEC community, where colleagues, clients, and future employers can be found, emphasizing the need for positive working relationships and avoiding animosity. The ultimate goal is to deliver sound infrastructure for the community and for the well-being of families.