Employee experience plays a crucial role in maximizing strategic outcomes.
As I mentioned in my article released in last week’s issue of The Zweig Letter, “Strategy Execution Essentials,” the development of strategic growth plans in the AEC industry often follows a top-down approach, where visions and goals are crafted at the highest levels of leadership, and the successful execution of these strategies typically unfolds in a bottom-up manner. This dichotomy underscores the critical need to deeply understand and effectively manage the factors that influence the employee work environment.
Integrating foundational tactics with employee experience influencers – mobilizing the “village.” After laying the tactical and structural groundwork for executing strategic initiatives, it becomes crucial to consider how these methods are perceived and experienced by those who bring them to life.
Let’s now turn our attention to a more nuanced dimension that can significantly amplify these execution efforts. These are the four primary influencers that shape employee experience:
- Stories that are told and the questions that are asked (driving motivation through vision and strategy). The interplay of compelling storytelling and open communication forms the backbone of a successful strategy execution culture. AEC leaders play a crucial role by articulating the firm’s big, bold vision and strategic objectives through powerful stories that not only inform but also inspire. They need to clearly communicate the “what,” “how,” and “why” of the firm’s strategies, ensuring every team member understands their role within the broader mission. This narrative clarity motivates individuals to align with and actively pursue collective goals. Simultaneously, fostering a culture where openness and trust prevail is equally essential. Such an environment promotes psychological safety, encouraging team members to express ideas and concerns without fear. This openness not only fuels innovation but also enhances the firm’s ability to tackle complex challenges effectively. When leaders welcome questions, they are not eliciting doubt about the plan itself, but instead are cultivating a workforce that is curious, committed, and aligned with the firm’s strategic objectives. Employees are encouraged to ask how they can contribute at an individual level and seek ways to continuously improve, directly enhancing firm-level performance. Together, strategic storytelling and a culture of inquiry create a dynamic where narratives set the direction and questions drive the engagement, both crucial for navigating the path to successful strategy execution.
- Formal mechanisms that govern how work gets done. To ensure strategic growth plans translate into successful outcomes, it is essential to govern how work gets done through meticulously designed structures, processes, systems, and incentives. These formal mechanisms act as the backbone of strategy execution in AEC firms, providing a clear framework that guides daily operations and decision-making. A streamlined and optimized organizational structure defines clear pathways for information flow and accountability to help all team members understand their roles and how they contribute to broader strategic goals. Robust processes and systems facilitate efficient project management and coordination across various components and teams. Moreover, aligning incentives with strategic objectives ensures that all efforts are directed toward achieving set targets, motivating employees to perform at their best by linking their achievements to tangible rewards. This comprehensive governance of how work is conducted is crucial not only for maintaining operational efficiency but also for ensuring that every step taken is a stride toward the firm’s strategic ambitions.
- Role modeling observed (leadership in action). Leadership behavior is pivotal in setting the cultural tone and driving effective strategy execution within AEC firms. The role modeling employees observe from the CEO, senior team, and others they consider influential is a crucial and yet often overlooked factor that shapes employee experience. AEC leaders must be more than just decision-makers; they need to be role models who not only advocate for the firm’s values and strategic goals but demonstrate these principles daily through both actions and words. This visible commitment inspires teams to internalize these values and go the extra mile to achieve unprecedented growth. A lack or absence of clear and consistent role modeling can lead to disengagement and a lack of alignment with strategic initiatives, ultimately risking the firm’s ability to achieve its goals.
- Building confidence in desired behaviors. The importance of building confidence in one’s ability to behave in desired ways under the firm’s strategic framework cannot be overstated. Arguably, this is the most challenging factor as it requires perseverance, patience, and trust from both leaders and employees. AEC firms should prioritize training and development that equips employees not only with technical or functional skills but also with essential “soft skills,” which have transitioned from being nice-to-have to must-have for professional success. These tailored development programs should also promote effective execution practices aligned with the firm’s strategic growth plan, allowing employees to enhance their adaptability and creativity in a world shaped by AI and technological advancement. That said, it is more practical and helpful to start these programs with top performers or star players to allow them to later extend these practices throughout the firm. It is also important to create an environment where employees can safely fail and learn from their experiences to help build their confidence through internal and external interactions. As people grow more accustomed to this rhythm, their energy becomes contagious and scalable, positively impacting individual careers and the firm’s overall strategic success.
As I conclude this series on successful strategy execution, it’s clear that the journey toward successful strategic outcomes is multifaceted. It begins with establishing foundational tactical and structural elements, extends to fostering a holistic effort that embeds cultural and motivational practices among employees, and culminates in mobilizing the entire organization (the “village”).
In short, integrating tactical elements of strategy execution with the broader influencers of employee experience will streamline organizational processes, enhance employee engagement and satisfaction, and unlock new levels of innovation, efficiency, and growth for AEC leaders. Feel free to drop me a line if you’re looking for some support, a sounding board, or just want to chat.
Ying Liu, MBA, LEED AP BD+C is director of growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.
