![]() ![]() ![]() When a firm cannot maintain consistent or robust profitability, the negative consequences can snowball and distract the firm’s leaders from the work at hand. Our management model may be a bit different than other firms-I oversee virtually all the firm’s operations and finance, which frees up my partners to focus on projects and business development. Granted, that implies a high level of trust and communication at the leadership level, which I believe we have. We are fortunate to have a 60-year history of relentless focus on design, so in some way, it’s in our DNA. ![]() During that time, we’ve seen many economic cycles and many leadership transitions. How does resiliency relate to a firm's leadership and how does OMNIPLAN train its future leaders? I think we’ve learned how to manage both. That’s always evolving, but we try to identify leaders early, coaching and grooming them for leadership, giving them time to make mistakes before it’s for keeps, and then getting out of their way. ![]()
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