Since my start at Kittelson & Associates, Inc. (nearly two years ago), I have been engrossed in an environment where people really do come first, and staff professional development is a guiding firm wide philosophy. The quality of people and their concern for others’ growth and development has fostered the development of an outward-focused staff, always keeping others’ needs ahead of their own. This environment has shaped an organizational structure that not only is considered “flat,” but provides the opportunities for every staff level to feel ownership in their projects, professional environment, and ultimately in the progression of their career.
Throughout my career at KAI, I’ve experienced the nature of our outward-focused staff on a daily basis. Mentors and peers provide consistent support by keeping open lines of communication, facilitating the creation of an environment where each individual is thinking of others’ project-related, training, and professional development needs. In a consulting environment, it is not uncommon to be solicited for help on a project at the last minute, stay late in the office on a weekday evening, or even get buried under projects that there seemingly is no time for. At KAI, these are the times when our staff really shines, providing unsolicited resource support to each other and extra effort when there is an imbalance of project demands. The support that I have received and provided to others has been continuous and reciprocal, as we all expect that others will also be looking out for our best interests. Not only does this outward-focus maintain the people-oriented environment, but also provides new opportunities to share information and provide opportunities to help one another grow.
KAI’s “flat” hierarchical organizational structure first became apparent to me when people at the highest levels of the firm came by my office just to say hello. While interviewing (prior to my joining the firm), it was second-nature to me to be skeptical of the “true” meaning of a flat structure. Nevertheless, over the last couple of years, I’ve easily overcome any doubt, integrating effectively into the company primarily because of our open style of communication and “open-door” environment. This two-way style of communication maintains transparency and fosters confidence and trust among staff of all levels. It is not unusual to have a senior level staff stop by a younger staff member’s office, and it is expected that younger staff will return the favor!
As I have been acclimating to KAI’s work environment, I can appreciate the personal level of investment required to lead a successful career as well as contribute to others’ success. The individual independence within the offices at KAI combined with the different opportunities for involvement can be overwhelming; however, this self-motivated environment also provides an opportunity for individuals to develop at their desired pace. As I have become more proficient as a project analyst, project managers have gradually instilled an increasing amount of trust in my abilities. In turn, I have learned to provide feedback, ask questions, and constantly expect to be challenged. Professional development between staff levels and professional peers is a two-way street and should be fostered as a perpetual opportunity for growth.
The ownership felt by each KAI employee is a direct result of the underlying philosophies based on a solid foundation of trust for each other. The opportunities to show initiative exist at all staff levels, paired with the expectation of taking responsibility for a project, task, or challenge. New hires are often challenged and trusted with client communication, for example, while senior staff are mutually trusted to provide support when required. The combination of our outward-focused staff and “flat” structure are just two ways in which trust and loyalty can be mutually reciprocated among any and all staff throughout our offices. As our company continues to grow, the trust-based environment we have created becomes even more valuable and rewarding. With over 130 people in 8 offices, and not a stranger among us, KAI’s closely-knit professional environment continues to foster a trust that evolves into an appreciation for each other professionally and personally.
I believe that if you want your people to grow, you must let them grow giving them your confidence. That will return trust and loyalty.
That's a great point. I strongly agree that providing staff new opportunities can allow individuals to generate their own confidence in working with others. I am interested in learning more about your experiences with sharing opportunities and developing others. What are some examples where "giving them your confidence" has been effective?
I believe that if you want your people to grow, you must let them grow giving them your confidence. That will return trust and loyalty.
