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By Peter Atherton | These shifts have fundamentally changed the way we must lead and develop our teams and organizations if we want to sustainably grow and prosper in this new era.

By Peter Atherton | If we can establish trust, clearly communicate what winning looks like, and have a unifying mission and vision, we will never need to limit our success to any location.

By Peter Atherton | A “lack of time” can no longer be an excuse for not doing what needs to be done or not investing in what needs to be invested in.

By PeteR Atherton | Most of us have been taught to believe in projects and profits, but do we also believe in people and purpose?

By Peter Atherton | Playing to win requires a real investment in organizational redesign, and the creation of both a vision and a culture that’s worth the work.

By Peter Atherton | Most leaders haven’t taken the time to reflect on their reasons to grow and, once understood, articulate them to others.

If we want to be in position to effectively respond and even get ahead of the curve, we all need to know what’s likely to come next.

Vatsal Shah, VP and principal engineer with Mott MacDonald, talks about the challenges that his firm and so many other design firms are dealing with during the COVID-19 pandemic.

Burnout prevention is the key to healthy, growing, and resilient organizations, especially now.

A well-designed sabbatical program can combat burnout and disengagement, ensuring your organization’s long-term success.

Winning today is about serving others and providing value. Both are good. They always were, and always will be.

To maximize outputs and outcomes, leaders need to become great managers of managers and together create “great jobs.”

Why is work today so unfulfilling and how can we change that? Let’s set our sights on having an impact and figure out a way to get there.

No one wants just a job, and no one wants to live in “quiet desperation.” As leaders, we can help employees sidestep burnout.

The World Health Organization just redefined burnout and classified it as an “Occupational Phenomenon.” So, what’s next?

Your peoples’ top priority is development. If you want to keep them, you need to identify the ideal learning and development strategy for you and your firm.

Do you want to survive the next year, the next recession, and the ongoing reset of the workplace, the marketplace, and the recruiting space?

Do you want to survive the next year, the next recession, and the ongoing reset of the workplace, the marketplace, and the recruiting space?

Do you want to survive the next year, the next recession, and the ongoing reset of the workplace, the marketplace, and the recruiting space?

While management plays an obvious role in this process, employees must also do their part by knowing their roles and doing their jobs.

Strong emotional intelligence, empathy, and the ability and capacity to engage the ‘whole person’ move teams and projects forward.

A firm leader must break out of the deadline cycle and make a meaningful connection with employees. If not, performance will (predictably) suffer. Most of what we do today as leaders is not leadership. In...

By understanding the basics of performance-boosting behaviors, we can design a better approach to attract, develop, and retain top talent. Employee engagement is a powerful determinant of an organization’s success. Employee engagement is also central...

With more competition, more intensive procurement, higher costs, and increasingly lower fees, firm leaders must leverage the power of mission. We have a mission as an organization. It is why we exist. The best ones...

As an industry, we generally leave a lot of money on the table and drive up costs with our lack of effectiveness in management and training. When we think of improving, we often turn to...

This week, Randy Wilburn spoke with Peter C. Atherton, PE, president and founder of Actions Prove, LLC. Peter is a successful professional engineer with more than 25 years of experience in public infrastructure projects. Peter...