DPK Expands Internship Program to Groom Next Generation of Surveyors

I met Tim Hydrusko at the annual New Jersey Society of Professional Land Surveyors (NJSPLS) SurvCon event in February. Tim is a veteran surveyor of more than 20 years who is enjoying the “giving back” stage of his life. He volunteers with Habitat for Humanity every week. He recently earned a license to teach scuba diving. He travels the world with his five grandchildren, crossing off bucket list destinations along the way.

Tim and I instantly connected because we share a concern about the long-term, overall health of the commercial surveying industry. With 50 to 60 surveyors retiring each year and only about seven to 10 new surveying licenses being issued annually, a worsening talent shortage is looming if we don’t take action.

Although you need a four-year degree to get a surveying license in the State of New Jersey, you can’t just go to school to become a surveyor. Tim and I share the view that we as an industry need to be more proactive and creative about bringing more people to the surveying profession and training new surveyors.

I knew Tim would be the perfect person to embrace the newly created role of Director of Survey Education at DPK Consulting. Tim’s experience and perspective are critical as we build and expand our internship program and empower young surveyors to be successful.

Surveying firms no longer can simply recruit experienced surveyors whose numbers are dwindling. To sustain and grow the industry and deliver quality work for clients, there needs to be a commitment to training green surveyors from the ground up. That’s why we at DPK launched our internship program and are so excited to have Tim on board.


Learning by Doing – and Listening 

Our goal is to use our internship program to educate new employees and assimilate them to the DPK culture. We want to teach them the DPK way when they’re sponges seeking information to absorb instead of making them unlearn deeply engrained bad habits.

More than learning the technical aspects of the profession, we want new surveyors to understand how to solve problems and make sound decisions in different types of circumstances. This is only achieved through real-world experience in the field under the guidance of a seasoned veteran.

Tim recalls a pattern from his surveying career in which a field crew of three typically included one person who understood how to get the job done and two who needed help. Through consistent mentoring, an experienced mentor can provide the one-on-one training necessary to enable an individual who needs and wants help to succeed. A mentor can also make the determination that an inexperienced individual might not be cut out for this type of work.

Tim is a can-do professional who teaches young surveyors that there’s a solution to every problem if you’re willing to dig deep enough to find it. You need to have the mindset and attitude to overcome the obstacle instead of letting the obstacle defeat you.


Real-World Impact of Real-World Training

Derek Magruther came to DPK with about a year of experience holding a rod and prism. We wanted Derek to be on his own as quickly as possible, so we sent him to out to smaller job sites with Tim.

At one point, Derek couldn’t find some of the property markers required to complete the job. Tim showed him how to use the GPS to find the corners. Instead of calling the office or failing to gather the information he needed, Derek was able to get the job done. More importantly, he learned how to solve a simple problem by overcoming obstacles in a real-world scenario.

Tim isn’t teaching Derek how to push buttons. He’s showing him why to push buttons, when to push them, and what problems can be solved by pushing them situationally. That’s the benefit of working directly with someone like Tim who has seen just about every curveball imaginable.

According to Derek, working with Tim has been tremendously helpful in building his self-confidence. He’s learned how to approach challenges with the right mindset, make smart decisions in the moment, and apply best practices like an experienced pro.


DPK’s Commitment to Sustaining and Growing the Industry

Ideally, an internship program will enable inexperienced surveyors to learn more quickly, thrive and become future mentors of young talent. Through their own mentoring, they’ll reinforce and strengthen their own technical and problem-solving skills, creating a continuous cycle of teaching and improvement.

To support this process, we’ve defined what we want a DPK employee to be. We look for certain qualities when recruiting to ensure the people we hire fit the profile. We’ve also revamped our performance review process so we can measure each individual against that profile. This will help us feed the right talent into our internship program and continue to develop that talent in a way that benefits DPK, our clients, the young professional, and the industry as a whole.

As President-Elect of NJSPLS, I’m looking for ways to elevate and grow commercial surveying throughout New Jersey. This will require more firms to adopt internship and mentoring programs that identify and groom the next generation of surveyors to fill the talent pipeline.

Right now, retiring surveyors outnumber the new surveyors. We can close the gap – not just DPK, but all surveying companies. We can do this by looking beyond our own success and contributing to the success of the greater good.

We also need more people like Tim Hydrusko to share their knowledge with new surveyors. As Tim puts it, if surveying was good to you, it’s time to give something back because the industry needs you.

Let’s commit to growing the surveying industry and, at the same time, developing talent capable of delivering better results for our clients. After all, there is no greater reward than a satisfied client.

Camp Johnsonburg – DPK Lends a Helping Hand for Kids…

DPK Consulting’s President and CEO James Heiser knew that helping his colleague, Bill DiBartolo, was simply a good thing to do.

Bill is a former member of the Board of Trustees of the Johnsonburg Camp and Retreat Center, a 501c3 non-profit organization run by Presbyterian Camps and Conferences. This organization is dedicated to working and supporting year-round youth camps and adult retreats since 1960.

But that’s not where the story begins. Bill and James were classmates at NJIT. Both are members of the NJSPLS, and both serve on the legislative committee. DPK Consulting is also a subcontractor to Mott Macdonald where Bill works in surveying.

As the Johnsonburg Camp and Retreat Center approaches its 64th year of operation, its infrastructure is in need of upgrades to its roadways, hiking trails, electrical and water systems. These improvements along with many others will help sustain the organization’s programs and growth for kids through the coming decades. The property has not had any survey mapping since 1959. At roughly 300 acres, that can be an expensive endeavor.

That’s where DPK Consulting stepped in to help. Leveraging their Drones, LiDAR technology, and GPS, DPK was able to fly the property at an efficiency level that would have never been possible just a few short years ago. DPK provided geospatial data that the organization can now use as a basemap to support their current redevelopment projects, local permitting for new buildings, and future needs, such as planning and development of new property features.

“The staff at Johnsonburg and I are very grateful for DPK’s donation of time and equipment, as well as their experience to put together the property information we can now utilize to advance our facility’s needs,” states Bill DiBartolo. “We’re fortunate to have an industry partner who is willing to contribute and do some good for others”.

DPK’s Geospatial Division worked closely with the team at the Johnsonburg Camp and Retreat Center as well as the surrounding community. They encountered heavy vegetation across the entire property making the drone flight from the camp property nearly impossible. Good neighbors however allowed DPK’s team to use their personal property enabling them to launch from the highest point. This helped DPK maintain visual contact with their drone throughout the flight. GPS was utilized to set Ground Control Points for accurate georeferencing of the data.

DPK delivered CAD files, Orthomosaics, Point Clouds, Photos and Video through their Client Web Portal. This current property information will help the organization improve their facility for years to come and provide thousands of kids memorable experiences in New Jersey’s beautiful highlands.

LEARN MORE about DPK’s unique services and interstate surveying reach by calling James Heiser or Ray Hyman at 732-764-0010. From traditional surveying to the latest geospatial tools, such as 3D scanning and powerful drone technology, DPK creates an approach that delivers value beyond the initial scope of work.

EXPERIENCE Service Without Boundaries. Call DPK Today, 732-764-0100

DPK’s Unmanned Aerial Systems for Environmental Due Diligence

EPA defines “All appropriate inquiries” as a process of evaluating a property’s environmental conditions and assessing potential liability for any contamination. All appropriate inquiries must be conducted to obtain certain protections from liability under the federal Superfund Law (CERCLA). The specific reporting requirements for all appropriate inquiries are provided in 40 CFR §312.21 §312.31 of the final rule. The results of the inquiry are typically documented in a Phase 1 Property Environmental Site Assessment. Recommendations for the conduct of a Phase 1 ESA are published in ASTM E1527-13, Standard Practice for Environmental Site Assessments: Phase I Environmental Site Assessment Process and contain requirements for a records review, including historical aerial photography, a site inspection, and surrounding area survey. The Phase 1 ESA “shelf life” is generally good for 180 days. Thereafter, it should be updated including a new visual inspection.

Those in the environmental profession will agree that it is extremely fortuitous to find a historic aerial photo that is younger than 180 days. Prior to the advent of unmanned aerial systems (aka “drones”), with their HD cameras and sensors, the cost of commissioning an aerial survey of a property was prohibitive. After all, these costs are generally not recoverable if the property transaction falls through, as the prospective buyer usually incurs the cost up front. This all has changed. With the advent of FAA Part 107 authorization, the use of UAS for property inspection has expanded rapidly and is already standard accepted practice in the residential and commercial real estate markets.

The application of UAS surveys for Phase 1 ESAs is invaluable. Not only does one obtain a “bird’s eye view” of the property, but the drone can also be used to fly into areas where environmental professionals have limited access, due to either the size or condition of the subject property, barriers to vehicular or pedestrian access, dense vegetation, wetlands or natural hazards.

Combining the HD photography with digital photogrammetry solutions and remote sensing devices opens a completely new vista for the environmental due diligence practice. Application of photogrammetry permits the construction of high resolution 2D and 3D maps, digital elevation models and georeferenced orthomosaics that can be output as geotagged imagery, GIS Data (KML, SHP, etc.), 3D Point Cloud Data (LAS) or highly accurate CAD outputs (DXF, DWG, etc.). The work product can be overlaid by maps of thermal and spectral sensor data to identify factors potentially indicative of environmental degradation not visible to the human eye. Should the property evaluation and purchase proceed, the same drone assets and reference datum can be used for more refined investigation, ecological resource impact assessment, cleanup of contaminated hot-spots, redevelopment planning, building construction management, safety auditing and post construction asset management.

Having undertaken multiple UAS surveys as part of Phase 1 ESAs, including properties encompassing tens of thousands of acres and hundreds of miles of transmission assets, we can state unequivocally that this technology is a game changer for the environmental industry as we continuously look to improve how we work to better serve our clients and to produce the best quality product possible while remaining cost competitive. Best of all, is the sheer joy of watching our valued clients jump with excitement as the data feed streams live from our aerial platform to our mobile data center, allowing them to refine the view in real time, and target areas of concern for refinement of the tactical mission while boots are still “on the ground.” By that measure, the technology is priceless.

Putting a drone in the air over an environmental site is something that every consulting engineer or environmental services firm should be planning to do in 2022 if they haven’t already. CALL Tom Gregory or Steve Parent at DPK Consulting and learn more about the effectiveness and efficiencies of drone-based services at 732-764-0100. 

James Heiser Installed as NJSPLS President Elect

Walking the Walk

If you say you want to be a leader, you need to do the things leaders do. You need to get involved in sustaining what’s important to you. 

James Heiser, President, and CEO of DPK Consulting, a commercial surveyor, 3D scanning and drone-based services company, not only leads the company he owns, but actively invests time and energy with the industry’s business association. 

Just last month, James was installed as President Elect of the New Jersey Society of Professional Land Surveyors (NJSPLS). He recognizes that commitments and efforts made outside of his company will also ultimately support it – along with all the state’s surveying companies. 

“Being involved in NJSPLS is an honor”, states Mr. Heiser. “Professionals need to collaborate, share challenges, and develop solutions to maintain quality standards and advocate the value surveying professionals represent to land developers, architects, engineers, construction companies as well as environmental consultants. We also need to encourage educational institutions to promote or create tracks for young people who are interested in technical paths, but also want to contribute to the development or preservation of our country’s diverse landscapes,” concludes Mr. Heiser.

The New Jersey Society of Professional Land Surveyors is a statewide professional group comprised of professional land surveyors, technicians, and allied professionals. The Society members demonstrate their commitment to their profession through their high standards, public action and educational forums.

NJSPLS provides a forum to meet and learn from other professional surveyors and encourages professionalism through education. An active Legislative Committee keeps tabs on Trenton and works closely with our government affairs team.

Learn more about the NJSPLS at https://www.njspls.org/

DPK Consulting Expands Services Through Acquisition

November 11, 2021 – Piscataway, NJ – DPK Consulting, LLC announces the acquisition of Geomatix, LLC of Pennington, NJ. Geomatix is a progressive company focused on drone services, remote sensing, and analytics for the environmental, civil engineering, commercial construction, utility, ecological and risk management markets https://www.geomatix.us/

“Adding Geomatix services, and the amazing people running them, to DPK is a perfect fit for all involved,” states James Heiser, President and CEO of DPK Consulting, an Edison, NJ based land surveying and 3D scanning services provider. “Our combined services are extremely complimentary and together expand our offering to customers across several markets. Bringing sUAS solutions enables us to greatly increase our value to current customers while approaching new markets that will benefit from these advanced technologies,” Mr. Heiser continues. “We have exciting plans for growing drone-based services, such as photographic and video inspection, 3D modeling, infrared and multispectral scanning. These innovative technologies represent unequaled efficiencies for our customers who develop land, investigate and remediate environmentally impacted properties, as well as owners of large-scale systems such as water supply, solar fields, Petro-chemical terminals,” concludes Mr. Heiser.

DPK Consulting and Geomatix are not new acquaintances. In fact, the firms have worked together successfully for years. “We felt fortunate that the timing and alignment of this deal was just right,” states Geomatix co-founder and CEO Chris French. “DPK is a leader in the northeast region in the environmental, engineering and construction markets and well respected by their customers for the quality of their work and commitment to continuous improvement. Their growth initiatives and operational methodologies are very synergistic with ours ensuring that Geomatix customers will benefit greatly from our merged capabilities. DPK leadership is also very entrepreneurial. They share a common vision and enthusiasm for these disruptive and enabling technologies and how they can redefine traditional processes and measurably expand value,” concludes Mr. French.

Two high-level Geomatix executives will be new members of DPK’s leadership team. Chris French will be DPK’s Director of Geomatics and Remote Sensing. Chris brings with him a wealth of high-level environmental expertise and has worked with many of the leading environmental consulting and engineering firms in the country. Geomatix co-founder Tom Gregory will run the sUAS division as Director of Drone Services. Tom has many years of experience in the construction and survey industry and is a certified drone pilot.

“We are thrilled to have these top professionals and game-changing services at DPK,” says Ray Hyman, DPK’s COO. “Having this depth of expertise and creativity lead our service divisions while elevating our capabilities in segments we already thrive in is incredible,” Mr. Hyman adds. “In addition to Chris and Tom, we also welcome our new Director of Surveys Joseph Messina. Joseph is a professional land surveyor and recipient of 4 ACEC Excellence in Engineering awards which he earned for the Eastside Access Project, 2nd Avenue Subway Project and Bayonne Bridge Replacement. Joseph will surely help DPK grow and solidifies an important seat on our leadership team,” concludes Mr. Hyman.

The companies will combine their operations effective immediately and will be relocating to DPK’s new headquarters in Edison, NJ on December 1st.

For more information about DPK, its services, its people and career opportunities, call 732-764-0100 and ask for Ray Hyman.

DPK Consulting Moves to Larger Headquarters to Support Growth

DPK Consulting is moving its corporate headquarters to a new, 9,000+ square foot facility at 200 Metroplex Road in Edison, NJ. Their continued growth in the environmental and engineering markets has the company expanding both field crews and CAD systems team members. Additionally, the recently announced acquisition of Geomatix, LLC. has added more people and greatly expanded their services platform. The anticipated need and decision from company leadership to invest in more space is being rapidly validated.

“Our growth pace is exceeding my own expectations,” states James Heiser, President & CEO of DPK Consulting. “It’s very gratifying to follow best practices and strategic planning and have it all come together this way. Our team is filled with talented and very experienced professionals. We are far stronger than we were just several months ago,” continues Mr. Heiser. “In addition to our commercial land surveying and 3D scanning capabilities, we are now able to expand our services platform to include software-driven drone services and high-tech direct sensing and analytics for a broad number of commercial applications. Our future looks very bright,” concludes Mr. Heiser.

DPK’s new office space also contributes to their internal business culture and goals of creating a positive and collaborative work environment. The new workspaces are defined but in open space to foster dialogue between interdependent teams working on complex projects.

“We are very excited about this new space,” state Ray Hyman, DPK’s COO. “With front and rear entrances and ample parking, it’s very convenient for team members to come in and out efficiently. The new office space is highly secure with electronic key card entryways. We’re surrounded by windows letting in a lot of natural light. There is a kitchen and break room with multiple tables, we even have a food services facility in the lobby,” Continues Mr. Hyman. “Everything that makes an office employee friendly is amplified here. Unlike our current layout, it will be amazing to have everyone in the same suite,” concludes Mr. Hyman.

DPK’s is targeting December 1st to occupy their new headquarters.

DPK Fortifies Its Environmental Team Through Training Curriculum and Health & Safety Culture

As a one of the most trusted surveyors by environmental consultants for over 20 years, DPK Consulting has developed a deep bench to support its highly valued customers. “In the environmental services arena, there’s no tolerance for challenges that are preventable,” states Ray Hyman, DPK’s COO. It’s the whole basis for a successful Health & Safety program and culture.

“Our philosophy at DPK is to have depth of talent in each primary service area,” continues Ray. “This leads to team members helping other team members and ensures that our environmental customers have optimal scheduling availability. Ultimately, our priority on proactive communication combined with skills development creates a very positive experience when engaging with our operations, and teams in the field”, concludes Ray.

DPK is a leader in supporting the environmental industry with the surveying of monitoring wells, as well as many other services, in a variety of commercial environments. One reason they’ve become a “go-to” source is their basic training curriculum. Field team members must demonstrate the ability to:

  • Consistently use the appropriate PPE
  • Set-up safe work sites, especially in active retail environments
  • Use the correct description codes in their work
  • Correctly mark PVC
  • Accurately measure rim to PVC (with notated field sketches)
  • Correctly shoot PVC, rim, riser, OC, ground and pavement heights
  • Understand and adhere to site map expectations, including buildings, concrete, canopy, curb, pavement and walks.

All DPK field teams participate in bi-monthly Health & Safety training and certification, and are tracked on a comprehensive matrix. Some of the certifications include:

  • 40-Hour OSHA HazWoper
  • Loss Prevention System 2014 (LPS)
  • American Petroleum Institute (API)
  • CSX certified
  • E-railsafe certified
  • NJ Transit Roadway Worker
  • Shell Life Saving Rules
  • Chevron 101
  • Medically monitored Field Crew
  • Fall protection
  • Avetta & ISNetworld registration
  • Transportation Worker Identification Credential (TWIC)

For more information about DPK’s Environmental Services click https://dpkconsulting.net/our-services/environmental/

To learn more about DPK’s training curriculum and health and safety programs, call 732-838-6035 and ask for Ray Hyman

DPK Consulting’s 3D Scanning Division is Growing!

Investing in new equipment and technology is always exciting. Finding talent in technical industries to operate it, can be a far bigger challenge. At DPK, we’re fortunate to have an extraordinary group of people. Some are experienced mentors willing to pass on their knowledge to train and grow our highly capable team. Others are young professionals eager to learn new technology and apply it and contribute towards successful projects for our customers.

Today, DPK has doubled its capacity in 3D Scanning and is applying the technology to a wide array of surveying functions. If you’re interested in how 3D Scanning can enhance your engineering, construction, or environmental projects, call DPK at 732-838-6035 and speak with one of our industry leaders.

If you have a project in mind, email your scope of work to Ray Hyman, and we’ll respond with a proposal promptly

When Training Becomes Continuous Improvement
James Heiser, P.L.S., President and CEO of DPK

Early in my surveying career, I was fortunate to learn from good mentors. The most influential conversation I ever had was with a surveyor who had just retired after more than 60 years. He loved talking about the people who worked for him over the years.

More than training them to perform certain tasks, he took great pride in how he prepared them to be successful. In addition to obtaining their surveyor licenses, many went on to become leaders in our profession.

This conversation helped shape my philosophy on training as CEO of DPK. More than teaching technical skills, culture-driven training is critical to growing the company and creating a strong, sustainable industry.

This growth and strength are achieved not by licenses and certifications, but by people – valued people who are given opportunities to excel and contribute to the success of the organization and the industry as a whole.

The Surveying Talent Void

During the recession of 2008, quite a few surveyors left the industry, taking value knowledge and experience with them. This loss of talent was compounded by the fact that the surveying industry offers a limited number of training opportunities. In other words, there is no talent pipeline unless you create it yourself.

Unfortunately, many leaders in a wide range of industries are afraid top talent will take what they’ve learned to another company. This fear trickles down to experienced professionals who often resist mentoring because they’re afraid of being replaced by younger, less expensive talent.

I’ve always felt this mindset is shortsighted. Training someone and seeing them leave is far less risky to your company than not training them and having them stay. It may sound cliché, but it’s absolutely true.

That said, some people might leave anyway. It happens. Wouldn’t you rather get each individual’s very best while they work for your company and, if they leave, build a reputation as a cultivator of top talent?

The DPK Approach to Culture-Driven Training

Making people want to stay is just the first step. My goal is to create a culture that makes people want to support the growth of the company and groom the next generation of surveyors and leaders. Offering opportunities for advancement, many of which require internal training, is critical to retaining top talent.

Of course, the kind of training you offer, and the goals you set for that training, will determine the success of the company and each individual team member. Most importantly, these efforts will ensure that you deliver a customer experience that meets expectations.

Ray Hyman, COO of DPK, has a unique background in education that includes experience as a teacher, principal, and superintendent. Together, we’ve expanded our training program in a way that reinforces who we are as a company and what our customers expect.

Our first goal is to get the entire team on board with what we’re trying to accomplish. Every new employee is mentored by a more experienced employee. Beyond learning skills and increasing knowledge, every individual at every level needs to be invested in improving themselves and the company. When the entire team buys in, training starts to turn into continuous improvement.

Technical skills and processes are certainly a high priority. People need to learn the right way to set up a job, make a job site safe, take care of equipment, etc. But they also need to understand why customers value our relationship and what they expect from every interaction with DPK. These intangibles are unique to our brand and critical to earning customer loyalty.

For example, one of the first things new employees learn is to tell customers what they can do, not what they can’t do. This doesn’t require any surveying experience or specialized skill. You just need a confident, problem-solving mindset, which is an essential part of the “Service Without Boundaries” culture we have at DPK.

To be clear, training isn’t just for newbies. If we hire a 20-year industry veteran, we might not be teaching new technical skills, but we will certainly spend time explaining the DPK model.

This is how we do things.
This is why we do things.
This is how it benefits the customer.
These are the negative consequences when you don’t follow the DPK model.

Our training program has helped us create a skills matrix for each employee that lays out the specific skills and knowledge of that individual. If the primary person is unavailable, there are always at least two other people who can fill a role, assume responsibility, and perform various tasks. Having this redundancy is essential to meeting customer expectations.

Growth Is a Team Sport

No matter how much knowledge you have or how strong a leader you are, you can’t build a company by yourself.

I encourage you to invest in cultivating talent that can take your organization into the future. Be a mentor. Be willing to train your potential replacement to support company growth without feeling threatened. Follow the example that was shown to me early in my career.

Use this mindset to get beyond standardized, technical training and create an ongoing program that reinforces your culture and focuses on the needs of the customer.

You’ll be able to see when your team is buying into your efforts. You’ll see their eyes light up. You’ll see it in their performance and customer interactions.

This is when training becomes continuous improvement and, in turn, a competitive differentiator.

How a Crisis Can Reveal an Organization’s Resilience
James Heiser is the President and CEO of DPK

Many crises are unavoidable, unpredictable, or outside the control of the average business owner. In recent years, the business community has been forced to deal with the physical devastation of Hurricane Sandy and the financial devastation of the Great Recession of 2008. Many have been crippled by data breaches. Everyone remembers where they were on 9/11 and the challenges that followed.

The coronavirus pandemic is the latest test of the business community’s resilience. The problem with this particular crisis is that we had no idea how bad it would get or how long it would last. We still don’t.

As President and CEO of DPK and a strong advocate of the Entrepreneurial Operating System (EOS), I knew I had to be the lighthouse for my team and our clients. This meant staying focused, communicating clearly, instilling confidence, and maintaining accountability.

Most importantly, my job was to protect the business and enable DPK to emerge from the pandemic on stable footing. After all, if the crisis ends but the business is gone, employees and clients both suffer. Survival was the top priority, but I also needed to focus on activities of value that would continue to drive the company forward.

What Is EOS?

EOS is set of concepts and tools designed to help leaders become better at creating and gaining support for the organization’s vision, building traction towards that vision, and developing a more functional, healthier leadership team.

There are six key components in the EOS model that need to be managed for an organization to be successful.

1)  Vision. Get the entire organization on the same page about the direction of the organization.
2)  People. Identify key positions, or seats, and fill them with the right people.
3)  Data. Use reliable information and metrics to accurately assess the state of the organization.
4)  Issues. Identify and solve problems in a way that prevents chronic issues.
5)  Process. Implement systems and procedures that are consistently followed to reduce risk and enable growth.
6)  Traction. Get better at executing your vision every day.

To be clear, this is very much a high-level summary of the EOS methodology. DPK adopted EOS because it provides us with a foundation and blueprint for sustained improvement and growth. We’ve also seen firsthand during the COVID-19 pandemic how EOS has made our organization more resilient in the face of an unforeseen crisis.

“Great Leaders Are Forged in Crisis”

As the coronavirus hit our area, we were told to stay at home and do nothing. Let the storm pass. I refused to accept that. I had too much motivation to not only keep our business alive but to keep It moving forward.

I started each day by reading the quote above. History has taught us that the world needs leaders in moments of crisis more than ever. As the leader of DPK, I knew I needed to step up and be the aforementioned lighthouse.

This involved everything from monitoring and sharing government updates with employees to inviting them to contact me with questions about their specific circumstances. We kept our lines of communication open and consistent. I personally kept everyone in the company updated on the status of DPK, whether they were still working or furloughed at home.

One of the biggest advantages of EOS is that it allows the CEO to focus on CEO-level responsibilities. It affords leaders the time to reflect and build upon important relationships. I reached out to clients on a weekly basis, not just see how their businesses were doing, but to check on their families. We launched the DPK Cares initiative in which we distributed facemasks and bottles of hand sanitizer to as many employees, clients, and families as we could.

I received emails and texts from clients who said these were the most appreciated, useful packages they had ever received. Will they lead to more business? Honestly, I’m not concerned about that because generating business wasn’t the point. This was an investment in relationships, which are always worthy of our time and resources.

The Road Ahead

It feels somewhat surreal thinking back to where DPK stood in March now that we’re back to managing a full slate of projects. When the pandemic started shutting things down, we were putting in twice the amount of time and effort to keep the business going. We continue to evolve and take advantage of every opportunity that presents itself. We understand the value of keeping our employees working and moving our clients’ projects forward.

We’re able to do this because we keep our vision in front of us and our integration process at our side. You have to stay true to your process and systems, even as you adapt to an unpredictable environment.

Organizations have a choice. Either structure operations and implement systems in a way that can survive a crisis, or simply respond to events as they happen and deal with the chaos that ensues. At DPK, the strength of our culture and our commitment to relationships have kept us on track during the pandemic.

I would encourage all senior executives to evaluate your own systems and processes and explore EOS as a tool that can make the organization more resilient in times of crisis. Most importantly, take action to address areas of weakness and position your organization for stability and long-term growth.