On the surface, it seems like such a no-brainer. We need to err on the side of over-communication when uncertainty and stress levels for many firms are sky high. So why is it that I and my A/E Advisor consulting colleagues hear so many stories about a lack of communication from the top down — often in the firms that are struggling the most?

Is this attributable to the weak communication skills of some industry leaders? A belief that staff are so deep in the trenches that they don’t have time or don’t value frequent updates from the “front”? An unfounded, “bury-your-head-in-the-sand” feeling that everyone is doing just fine? Whatever the reason, information-sharing within firms has not, and never will be, optional in an industry that sells knowledge and expertise to clients and seeks to retain this expertise as long as possible.

In the A/E/C industry, useful information can take many forms, including:

  • A candid, pragmatic assessment of how competitive many markets have become, along with go/no-go and pre-positioning advice for today’s harsh climate. (For example, I’m hearing stories of 400 firms submitting for a fairly small higher education renovation project.)
  • An update on implementation of the firm’s strategic or marketing/business development (BD) plan
  • Announcement of new project wins
  • Useful tools and tips for PMs to enhance efficiency
  • Market or competitive intelligence that can aid the BD process
  • Anecdotes of employees going the extra mile for the firm or a client
  • A candid, conservative estimate for the firm’s near-term financial outlook
  • Robust rationale for why an employee benefit has been watered down or eliminated

Two firms that have recognized the vital role that internal communication plays in boosting morale and embodying the firm’s mission and vision are LandDesign (Charlotte, NC) and S E A Consultants (Cambridge, MA).

LandDesign, a 120-person landscape architecture, land planning, and civil engineering firm, has been hit hard by the bust in private sector land development. Having weathered layoffs and salary reductions, the firm’s leadership launched two initiatives to enhance internal communication and boost employee morale: “fireside” chats with staff to field questions, address concerns, and share information, as well as a timely “Good News Now Newsletter.” Newsletter content is compiled from partner, principal, and staff input on all the “good things” going on in the firm.

LandDesign President Dale Stewart says that as the recession deepened, whenever firm leadership gathered the troops, they expected a layoff announcement. “The idea was to create more opportunities for staff to gain information about the firm’s status that’s not directly associated with layoffs,” adds Stewart.

Regarding the “Good News Newsletters,” Stewart says that the response has been very favorable. “Several years ago, we made a run at a monthly company newsletter, but with dismal results. The staff person in charge eventually became frustrated with the task as a result of lack of participation.” This time around, LandDesign’s approach is much different, and the timing is directly related to the volume of good news, not an arbitrary end-of-month deadline. In addition to highlighting new projects under contract, the newsletter also includes a summary of genuine prospective work being pursued, as well as personal tidbits such as family additions, new LEED certified staff members, industry awards, and other good news.

Of course, the need for robust internal (and external) communication is not limited to firms that are struggling and have experienced staff and/or benefits reductions. Many firms with strong, proactive, articulate leaders are the choir to whom I’m preaching. One such firm is SEA Consultants, a 200-person engineering/architectural and environmental sciences firm.

“Our philosophy is to constantly look for multiple ways to reinforce the firm’s philosophy of ‘one company’ and that we’re all owners in the firm. With that mindset, no one should feel that they’re in the dark concerning our financial well being,” says Tony Zuena, president and CEO. “We publish a monthly internal newsletter that includes my message of how we’re doing against our annual financial goals and strategic plan implementation; announcements of new business; new hires and employee anniversaries with the company; and an individual employee profile. We also hold a quarterly all-company video conference where we present news on the state of the company sprinkled with ‘S E A Trivia and Fun Facts,’ with prizes for the winners,” says Zuena.

What creative tools is your firm employing to reduce uncertainty, boost morale, or convey vital business information? I’d like to hear them, so please call (508- 276-1101) or e-mail me.

Thanks for your time,

Rich