Have you been struggling to resolve disputes, clarify expectations, and set policies that work for principals in your A/E firm? Or would you just like to see how you and your firm stack up in comparison to hundreds and hundreds of other A/E firm principals from around the country? Look no further! The new edition of the most comprehensive study ever undertaken of owners and top managers of U.S. architecture, consulting engineering, and environmental consulting firms—ZweigWhite's 2008 Principals, Partners & Owners Survey of A/E/P & Environmental Consulting Firms—is now available. It's the one annual report for, by, and about principals and top managers in U.S. A/E firms, and it's the only source of inside information on the issues that principals are really concerned with.
Learn what’s normal in terms of principal compensation and perks
Find out what common issues principals in firms like yours are grappling with today
Make sure you’re getting what you’re worth in every way, including company cars and other special benefits
Learn what it takes to become and stay a principal in a firm in this industry
Discover what other firms are doing in terms of employment agreements, non-competes, and stock buyback provisions
Find out how principals in firms like yours manage their time and break down their work day
New! For the 2008 edition, we asked principals:
What percentage of their base salary is included in severance packages
Do they feel their firm's board of directors provide value to their firm
To rate how challenging certain issues are they face daily
Have you been struggling to resolve disputes, clarify expectations, and set policies that work for principals in your A/E firm? Are you trying to update your buy-sell agreement, set principals' salaries and bonuses, or deal with unproductive principals? Are you having trouble reaching agreements on who should become a principal and why? Or would you just like to see how you and your firm stack up in comparison to hundreds and hundreds of other A/E firm principals from around the country?
Look no further! This inside information is for principals, partners, and owners only. It's the one annual report for, by, and about principals and top managers in U.S. engineering, architecture, and environmental consulting firms. It's the only source that covers the issues principals are really concerned with—now completely updated for 2008.
Announcing the new edition of the most comprehensive study ever undertaken of owners and top managers of U.S. architecture, consulting engineering, and environmental consulting firms—ZweigWhite's 2008 Principals, Partners & Owners Survey of A/E/P & Environmental Consulting Firms. You may have read about the Principals, Partners & Owners Survey in ENR, Building Design & Construction, or many other publications. Now find out what they were talking about.
For the 2008 edition, principals from across the United States were questioned about their compensation, perks, privileges, ownership, work habits, professional backgrounds, personal life, and feelings about business practices, fellow principals, and industry issues. Their responses were then tabulated and analyzed.
The result is an eye-opening 260-page report covering the roles, responsibilities, risks, and rewards of being a principal. The Principals, Partners & Owners Survey has the lowdown on ownership, stock appreciation, buy/sell agreements, non-compete agreements, voting rights, and more.
Compensation: How much do principals earn? And who says you can't make any money in the design industry? You might be surprised at what the top earner in the survey brought home last year. The report has more than 30 tables of comparative data on salaries, bonuses, owner distributions, total compensation, and perks. Find where you stack up and set senior managers' salaries.
Perks: What's normal and what's excessive in the area of “perks” for principals? Get all the details on who gets what—including vacations, cellular phones, country club memberships, tax preparation, and company cars and auto allowances.
Roles & responsibilities: You work hard. But is everyone pulling his or her own weight? Find out how many hours principals typrically work per week, their chargeability, time spent on different tasks, vacation taken (or not taken), and more. We also asked principals how they felt about their fellow owners and board of directors.
These are the issues that affect you. Tap into the collective insight of principals just like you from design and environmental firms coast to coast. What is their outlook for 2008? Should principals be fired for non-performance? How likely is it that a principal will be fired, laid off, or have to take a significant pay cut in the next year? What type of leadership is most likely to make a firm successful? What are the biggest sources of conflict among principals? What are principals' biggest challenges?
To get the answers to these questions and many more, get the 2008 Principals, Partners & Owners Survey. This one-of-a-kind report will help you resolve controversies and get back to business—today.
Chapter 1 – About the Survey
Chapter 2 – Firm Owners
Ownership
Partners' insurance
Stock purchases
Owners' outlook
Buy-sell agreements
Chapter 3 – Firm Leaders & Managers
Non-compete agreements
Employment agreements
Guarantees
Board of directors
Executive committees
Voting rights
Business planning
Contracting authority
Performance appraisals
Eligibility requirements
Chapter 4 – Compensation
Salaries
Bonuses
Shareholder distributions
Overtime pay
Total compensation
Chapter 5 – Perks
Pension plans
401(k) plans
Company cars
Auto allowances
Club memberships
Cellular phones
Preparation of tax returns
Chapter 6 – Perks
Work habits
Paid time off
Business travel
Billing rates
Time management
Staff management
Chapter 7 – Background
Education
Professional registration
Professional associations
Professional background
Background with firm
Politics
Domestic life
Age, race & gender
Chapter 8 – Attitudes
Coping with a recession
Outlook
Attitudes toward fellow principals
Firing principals
Career satisfaction
Leaving the firm
Leaving the industry
Retirement
Chapter 9 – Conflict
Causes of conflict
Chapter 10 – Challenges
Biggest challenges for principals
Resources for advice
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