So I’ve learned you can’t manage your people based on how you want to manage, you have to manage them on how they are and their personality.Scott Harvey-Lewis
Randy Wilburn 0:20
Hey folks, and welcome to another episode of encourage build grow the podcast focusing on design professionals, helping them be better leaders, better communicators and ultimately better people. Today I have a great guest with me his name is Scott Harvey Lewis. And Scott is a structural engineer based out of Florida specifically in the West Palm Beach area. And I've had a chance to connect with him on LinkedIn as well as just had a chance to kind of watch his videos in passing on a regular basis and I thought he'd be a great individual to bring on and as I was talking to him before we got started, I realized that he's on the cusp of being a millennial and a Gen X or so we're We're going to kind of meld the two together today as we talked with Scott and, and learn a little bit more about his passion for structural engineering and for what he's doing. He's leading the office there for MTV and West Palm Beach. So, Scott, without further ado, how are you doing today?
Scott Harvey-Lewis 1:14
Doing great, Randy. It's uhm, Wednesday or Tuesday?!?
Randy Wilburn 1:18
Yeah, I know, right? You lose track of the days when you're having fun.
Scott Harvey-Lewis 1:21
It's a good Tuesday so far?
Randy Wilburn 1:22
Oh, good. Good. That's awesome. Well, yeah, I appreciate I know, you're really busy. You actually had a meeting, which kind of delayed our start, which is not a problem. And, you know, I mean, that's obviously kind of emblematic of the way things are for design firm professionals is there's always something happening. There's always a fire to put out. But why don't you just tell our audience a little bit about your superhero origin story, how you got started in the industry, and what you're doing there I kind of looked at your arc of growth from one firm to another and you know, getting your Bachelor's of Science and Civil at FIT and then being a Gator and I'll give you my Gator love. That's why I got my orange on today. But you know you're a University of Florida Gator and got your master's degree there. But why don't you just tell the audience a little bit about yourself and your background.
Scott Harvey-Lewis 2:06
So I'm originally born in Jamaica. I did all my schooling there till the end of high school. And then I came to Florida for for college. Funny story is the first time I saw Florida tech is when I was being dropped off where I am, and then from their schooling, end up working in in Florida. And then fast forward 15 years later, I'm still here, in terms of growth and career track. A lot of it is just one I think, as like you said, as a millennial, being a little bit impatient. And so when things aren't going the way you think it should go, which is usually way faster than it should you end up making some moves. And so, you know, in the first couple years I made a move and end up with Kimley Horn which I was there for a while and then from there was a few things that happened that now ended up with me and M2E where I'm in charge of an office Vice President of the company, and it seems it happened fast. But a lot of it was just right place right time almost. And then some of it was having to push yourself past some barriers. But it's not been easy. However, it's been a good journey. And with that, I think I've got a lot of experience in a fast, high paced environment that I can share with young professionals and even with, let's say, leaders in our industry, right, now.
Randy Wilburn 3:28
Yeah, no, I love that. I think you're exactly right. I mean, this industry has, for the longest time been, you know, challenged at promoting people quickly, if they deserve promotion. Of course, I'm not saying anybody should be promoted just to be promoted. I think that there's a certain amount of elbow grease in time that needs to be put into it. But you know, one of the things that we talked about a lot on this podcast and again, I like focusing and talking to people like yourself, because you kind of give a framework from which individuals that might be listening To this podcast that are just coming out of school and graduating with an engineering, architectural degree or any other professional degree that serves the design industry, you give them hope for what can be, because I remember back in the day in the 90s, I can tell you, the refrain was constantly, hey, come to this firm, put your 10 to 15 to 20 years, and then we'll talk about things and nobody wants to hear that anymore. So that is, that's the challenge. But I certainly applaud your effort of being able to kind of use each opportunity as a stepping point to grow to where you are. Now, my question for you would simply be, how do you translate that to the folks that are under your charge at this point because those that are coming in, you probably see yourself in them from before so how do you kind of manage that and lead those folks?
Scott Harvey-Lewis 4:50
That's a really good question. And I'm still trying to figure it out. You know, two things come to mind off the bat. And, some of it this is me learning after making some mistakes. So first thing is, you have to notice everybody's different, right? So like, I would initially attack it as if somebody was managing me, this is what I would like, which would only work with somebody that's like me, let's say out of 10 people, maybe two at most. So I've learned you can't do that you can't manage your you can't manage people based on how you want to manage, you have to manage them on how they are and their personality. And then also, another thing that I realized is that you should reward good behavior or reward what you want to be repeated. And don't just, you know, give people things unnecessarily. You know, give them what they deserve, give them what they need. But when it comes to rewarding people, you need to reward performance. And so if you put those two things into the mix you individualize a person, treat them in a way that they appreciate and reward their performance. And it doesn't have to be monetarily. It can be just a pat on the back or good job or more responsibility depending on what they like, then that's the way to set them up for success. If you don't do that, then it's going to fail. And you're going to have somebody who's impatient. And the problem is our problem. The thing nowadays is the market is hot.
So, people will jump ship really fast, because somebody else wants them. So there's no... people aren't waiting around.
Randy Wilburn 6:18
Yeah, yeah. So you know, I'm glad you brought that up. Can you talk to me about what challenges are you specifically facing in your office or for your company as a whole, when it comes to attracting this new generation of young people?
Scott Harvey-Lewis 6:33
I think the challenge for me before was, how do you let them know that M2E exists? Because our online presence wasn't that strong? Right, I think the LinkedIn and that has kind of changed that a bit. So nowadays, I have people coming to me, and people know of the company. And just like you said, you know, you've watched videos and you see it looks like a good environment. So I think that's changing itself. The biggest hurdle is just the market is hot right now. Right? So, though the power is with the person you're hiring, and so you have to adjust pay rates and different things and benefits to meet the market. And then you have to give more to keep them and given us and like money are given isn't responsibility, just giving them what is tailored to them, especially if they're a good person?
Randy Wilburn 7:24
And have you found that because like, as I was looking at the number of followers that you have on LinkedIn specifically, and I know that you post a lot of your videos on LinkedIn, you almost have like, 7500 people following you, which that's a lot of eyes on what you're doing, right? I mean, you are, it's not that it's not like, you know, you are a huge firm or that you have been all over the country doing structural work. I mean, you're in the southern part of Florida, from West Palm Beach on down to Miami. And I mean, that's your little neck of the world, but you're making a difference with this information that you're putting out there. I'd be curious to know if if you've had some people find out about M2E and more specifically about you, just by virtue of your online presence?
Scott Harvey-Lewis 8:06
Well, I get a few messages a week just saying thanks for posting this helped me or, you know, anytime you're looking for this person called me, so, and these are people I don't know. And people from different regions. Yep. So I think definitely, just posting authentic, natural content has really helped, because it's not nothing is really staged. There isn't time of the day we're like, okay, we're going to post something fun. A lot of these just candid videos, a lot of it is just us being ourselves, or just pictures of people start in. I think the basic thing is, it's showing that we are just human beings and we are engineering. We're not stiff, and always working in numbers, you actually have people having fun as well. So I think most people don't think engineering firms are edgy or fun. It's more like, you know, tight laced you know, which, it doesn't have to be that way
Randy Wilburn 9:00
Yeah, yeah. And it's so funny. I was talking with somebody yesterday about engineers and architects that sometimes get the knock of being introverts, but not every engineer or architect is an introvert. And we talked about the difference. There's a spectrum. And I don't know if you've ever read Daniel Pink's book To Sell is Human, but he talks about the fact that you know, you have introverts and you have extroverts, but in the middle of it, you have ambiverts. And I actually believe that there are a lot of engineers and architects out there that are ambiverts. These are people that, you know, may identify a little bit with the introversion side of things, but they can also be extroverted when necessary. And you seem like somebody that's probably like that, that you can kind of go on both sides of the spectrum.
Scott Harvey-Lewis 9:38
Yeah, I think I think I'm able to, to see both sides because you have to be able to be focused and do you know, technical work? Yeah. But you can also have conversations with people and actually like you.
Randy Wilburn 9:51
That's important. I mean, people have to like you for sure. So have you guys and when I say you guys as M2E, or you specifically in your office, are you being really intentional about how you create these videos and how you put some of this information out on social media in order to kind of give people kind of peel back the curtain if you will, or is it kind of because I know you said it's, you know, some of it is happenstance. But it does seem like there's a method to your madness in terms of how you're putting things out there?
Scott Harvey-Lewis 10:20
So okay, so when when we started putting things out, at least when I said, I'm going to start posting on LinkedIn, the first thing was just a random video was moving.
And at the time, I thought it did well got like 1700 views and 50 likes, and I was like, LinkedIn is awesome,
You know, and from there, we just started posting funny things. But then people would say, do you guys actually work? I was like, you know, I don't want to come be the idea of that. All we do is mess around and joke, right?
And then I realized things that I thought was really good content didn't do as well. And then I realize everything you have to do has to have some value to it. So even if I'm posting a funny video, my tag, I tried to have some value or some context to it. So no, it won't be like, Look at us having fun. And then everything will fall into like, in the team environment, it's good to have fun studies show that fun is more important to them and does increases productivity. And here at M2E, we tried to do that. And then it'd be a picture of us having some fun. So it could be something useful. I try to tie it together more on that try to have a balance of some things are the people something may be about me something may be about the industry, but the end of the day, it's to provide value to the user, or whoever's watching it so they can say, okay, when something comes out, it's good to read this or watch it not that he's selling something or all these guys do is joke or here's a funny video about cat. It's, you know, it should be something that you want to click on and actually watch.
Randy Wilburn 11:55
Yeah, no, no, that makes perfect sense. I'm also curious to know have you garnered a new client because of these videos, have you had a client even acknowledge that they've seen the videos and maybe giving you some kind of response that encouraged you?
So there's a couple of buckets there. So I've had new work come because of it. Okay, that isn't the largest bucket, right? I've had a lot of existing clients and colleagues laugh and every time I call them, they'd be like that last video, it was awesome, or thanks for this. I think it keeps me fresh in the mind of existing clients. And the biggest savings for us, or the biggest value for me personally was not having to use a recruiter
Scott Harvey-Lewis 12:38
To get good talent. So, you know, I recently hired two senior level professionals, that would have cost me about $50,000 in a recruiter fees. Sure. That came to me. And not because we posted something, it was just, hey, Scott, I'm looking to change. Is there anything in your office because I like what you guys are doing and what you you know, what you're standing for, is there a put you into their Wow. Okay, so to me, it's huge. That's huge. In a year, you know, I probably saw a cost savings of $100,000 or more just in posting videos.
Randy Wilburn 12:38
Well, I mean, and that's, I'm glad you mentioned that because there is the real value of that, as I tell people. That's why I do these podcasts because I think there's a value in everybody sharing their story. I mean you have a story. your competitor has a story. Everybody has a story. The unfortunate thing in the design space is that most people don't tell their story, or you learn about it by accident, and you're being more intentional. And I think intentionality is key when trying to get out there. And as you said, it's not rocket science. You're kind of just being you. You're sharing what's happening on a regular basis every day and people are seeing the fact that you guys are the way that you are and it provides context for the type of environment someone might like to work in. Right. And I think that's really important. And I'm glad you mentioned that because I you know, I've been doing recruiting in this space since the 90s and I gotta say that, you know, when I first started recruiting, I was telling people A while ago that we used to source out of a phone book and people like a phone book, what's that? You know, and nowadays, you have so much available that I can almost find out about anyone, most people. Now there are a lot of people in the design industry that aren't online, or at least they're online, but they're not. They don't have a public persona. I mean, you have a public persona, and you're utilizing it to your advantage. And so, you know, my thought would simply be that if more leaders in the design space, like yourself, used their public persona to kind of share what they're doing on a regular basis, and document, just document, they don't have to create anything special, but just document what they're doing. People will be interested in seeing what they have to share.
Scott Harvey-Lewis 14:47
Sure. Yeah. And one thing I realized too, is like, you touched on it was a workplace. You can say we have the best place to work but that may not be true because it's it might be the best place to work for you. right like you said I might be putting videos out and it attracts people that find what I am doing attractive. Whereas somebody else may say, Hey, I would never want to work in an office where it's an open layout. I want my own office, guys are noisy. This is not true engineering. And it's too much laughing and joking. Like, when you guys are serious.
So at the end of the day, it's, you know, it's what's best for you.
And yeah, but I do think the commonality would be you treat people with respect, everybody's equal. There's opportunity for everybody. And I think one thing that was missing for me as an engineer growing up, growing up as a young engineer, was, since you said, Maybe ambivert or extroverted, whereas I might have been working for introverted people or more analytical people than expressive. I will see more of a problem. Then as Okay, this guy has some strengths. Right? And, you know, I've never been a bad student. I've never produced by to work. Like, I've looked back at stuff and I'm like, I was always really good. So it would just have been somebody said, Okay, he's Different, right? Let's just learn more about him. And because I've always had good intentions. So, but there was not real coaching, I think it's people usually dismiss something that's different as something bad right off the bat. And if your personality doesn't really fit the norm of the industry, then you are seen more like a virus. But everybody, you know, there's no best personality. The thing is, the more combination of personalities, the better. Absolutely, I think that's my goal, coming from a different country. And just seeing more things is, the more variety I can get, the better our office is going to be. And that is, you know, different cultures, different ages, different sexes, like the more the better. It's just at the end of the day, realizing that everybody's an individual and you have to tailor things to that person's circumstance.
Randy Wilburn 16:51
Right. And that gets back to what you said earlier in terms of how do you lead you don't lead one specific way you're leading leads to the individual You're working with, which is important, because each of us is different as far as that's concerned, I'd be curious to know, did you were you able to identify a mentor early on in your career that kind of helped you out?
Scott Harvey-Lewis 17:11
I think one of the things that really I tell people all the time, you know, when I change jobs, when I look back, it was really like for very simple things. You know, maybe I was expecting, you know, this, that $5,000 raise, and I got two and a half, right. It was never communicated why, right. And, you know, I think being a millennial, just to put a term out there, I feel like, I deserve it. And so I'm gone. Yeah. We're going to talk about it. So, you know, one of the things is, I encourage communication, going back to the question about the mentor, it's only nowadays that I see the benefit of it. And the reason why I saw the benefit was when I actually had somebody that treated me as an individual. And I felt like okay, that guy cares about not just the work I do, about my family, cares about me my safety. That was a turning point and it was like okay, They are people that care and now us, like I say, if you, nobody's gonna listen to you until you know much they care about you. That became a mentor for me, we still keep in contact. You know, I always called him for advice. And, you know, nowadays I look to my boss sees as mentors as well, because, you know, they're, they're really good guys, and they just always treat me respectfully. So I think that's important that I encourage that any young professional to find somebody you admire, and ask them to mentor you and be open to the advice.
Randy Wilburn 18:30
Right. So do you think okay, yeah, exactly. Yeah. You have to listen to them at some point. But do you think had you had a true mentor early on that maybe when that situation arose, where you got two and a half thousand instead of a $5000 bump in salary? And you had gone to the mentor to share that story with them and they had said to you, Hey, you know what, just sit tight. You shouldn't move. Here's why. That You Might have listened to them.
Scott Harvey-Lewis 18:55
I would have loved that. And I think not everybody's like that. Some people want to learn the hard way. Of course, personally, I really like good explanations. So if somebody said to me, hey, Scott, you got two and a half versus five, but that's actually a good percentage. Yeah. And if you want to get more, you gotta look at your classification and realize that these are things that you're missing. And, everybody appreciates your work and thinks that you do a good job, but you got to not pay so much attention to this. And think about this. And also, it's a long game. Yeah, it's not, you know, in spurts like every year. And so I would, I would appreciate that and but I never got that.
Randy Wilburn 19:37
Yeah, I guess I'm just kind of it was more of a leading question, because it's one of the one of the things that I keep saying to firm leaders and firm owners is that you know, creating and I don't know if you guys have it currently at M2E, but have you worked to create a mentorship program like an intentional mentorship program at all?
Scott Harvey-Lewis 19:56
No we were talking about that, I think early in the year and You know, it's like one of those things that we're like, okay, we're going to do it and then we're in the third quarter. No, but I'm intentional with it. But there's nothing company wide. that's intentional, informal, you know, and again, going back to personalities, not everybody, even if I wanted mentors, let's say you and our personalities clash. I mean, I'm in the basement, right? I might say something real, like, hey, just do your job you an your like you are to harsh for me!
Randy Wilburn 20:22
Yeah, no, and I appreciate that. That makes a lot of sense. I think the other thing too, is that because I just recently did a training on mentoring. And one of the things that I've learned in doing my studies and I've had mentors throughout my life, and I've got you beat by a few years, so I've made my mistakes. And I had those wounds to prove it, of just trying to do things on my own volition and on accord. But what I found was that even if you can encourage people getting into a mentoring program, the misnomer is that you have to find a mentor within your own organization. And that's not always the case. I think sometimes just showing people Hey, this is what a mentor is. You need to go out and find one it may not necessarily Be the person that works with you. It may not be you, Scott, it may be somebody else. It may be somebody that you work with previously that you just had a good relationship with, and that they're willing to give you a big picture view of what you need to be doing and how you need to be thinking about things and just giving you some guidance and providing that wisdom in a non judgmental way. I think I think we all need that, you know, I think that's beneficial for all of us.
Scott Harvey-Lewis 21:24
I think it's been described as just having a coach.
Randy Wilburn 21:26
Yeah. Well, there is a difference between a mentor and a coach because I've talked about that before. When you think about a coach like I could like you could have a coach that is another structural engineer that has done the things thats LEED certified that's kind of been there and done that and will walk you through a lot of the stuff that you will normally encounter within your career as a structural engineer. That's more of a tactician approach, which is really what a coach is right like John Wooden taught Kareem Abdul Jabbar how to be the most amazing basketball player in every facet of the game, which is why, you know, when you look at his numbers, his numbers actually are better than Jordans numbers over his career. Right? Oh, you know, and so I mean, but I mean, I in a coach, and it's equally important, I'm not I'm not saying that coaching isn't I'm just saying that sometimes with a mentor, you get to get somebody that gives you more of a kind of life, like for me, right. And it does apply in so many different ways. And some of those people can really, if you listen to them, and you're willing to find somebody that, you know, genuinely cares about you, because I believe that has to exist in a mentoring relationship. It has to be you have to connect with somebody on a personal level first, before you connect with them on a professional level. Sure. You know, yeah, and so I just think that that's really important. And I only say that to say is I I'm still processing that for a lot of people. And I just think more design firms need to be intentional about creating that type of environment because what I would what you would probably find is that when situations like what you described earlier, come up, people aren't as quick to make a move because they are not making decisions in a vacuum, but yet bouncing that information off of people that they highly respect and that they know care about them. And really, you know, want to see them succeed on the larger stage of life.
Scott Harvey-Lewis 23:12
Sure, sure. Yeah, I agree.
Randy Wilburn 23:14
Yeah. So that's important. Anyway, that's my soapbox. So listen, I want to talk a little bit about communication, because I know that things have changed a lot. And obviously, how you communicate might be different with the different generations in your office. But what what are some of the biggest challenges that you guys have dealt with from a communication perspective to make sure that things are smooth, right? Because when you think of communication, communication impacts a design firm in a lot of different ways. One is just whether you communicating internally with your project team, how you communicate directly with the client, or the lack of communication with a client can create problems. A lack of communication within a design firm leads to scope creep in so many ways. So I'm just curious to know how you guys are dealing with communication and what are you finding that works on a regular basis.
Scott Harvey-Lewis 24:00
Again, I haven't figured it all out. But I know that we've made some mistakes in the past that show how not to communicate. So I think the keys to communication I've learned is you want to not just tell the message, but give the understanding of why. Right, So that you get buy in and open the floor for communication so that you can process everybody's opinion. So I think, if you look at who the decision is going to affect the most than that person, or that group should be the person giving you the most feedback. So let's say we have a, we want to roll out a new benefits, and we think it's a great benefit. If it's going to affect the employees the most and it's not good for them, then maybe we should talk to them first before we roll it out. Right. And, and then also, I think, on the other side, what affects it is, you know, if you let's say your entry level engineer or whatever, and you have a problem, and you bounce it back and forth between your peers, chances are one, you may come to the wrong conclusion. Chances are, you're just amplifying the issue because they can't really help you. Yeah. And, and they, they may talk you out of things that if you just took it to the person that actually can make a decision without bias or, you know, other people's opinions, you would save yourself a lot of heartache and pain. Because, what I've seen is group thought, and not looking at the big picture and keeping it amongst, let's say, your peers causes more damage than taking it to a supervisor or somebody who can make the decision. Sure, and usually gets them too late. Because, you know, people have already made up their minds without all the facts.
Randy Wilburn 25:43
Yeah, no, yeah, you bring up a really good point. And I think, you know, getting back to the what you mentioned earlier about rolling out a new benefit or something like that. I'm always reminded of what Virgin Atlantic founder Richard Branson, Sir Richard Branson, he always talked about one of the things that he learned when trying to communicate, especially with his team was that as a leader, if you're going into a meeting with a bunch of people, you should be the last person to speak, not the first because you don't want to dictate the context of the conversation. You really want people to open up and share their thoughts. Because normally what happens is, especially if you go into a meeting with five of your people, and you lay the foundation for the meeting, people are going to fall in line with what Scott is saying, as opposed to you saying, Hey, guys, I want to talk about "x." I'd love to get your thoughts before you even share your thoughts you get everybody else's around the table, then you share or chime in. But your chiming in shows to the people in the room that it's informed based on how they're feeling about things, how they're communicating a certain issue or topic, and I always thought that was a really interesting approach, which makes a lot of sense.
Scott Harvey-Lewis 26:52
So yeah, I like it a lot to say that note. Back to successful meetings, so it usually is the people with the most stake are running it not the person who can listen and make the decision at the end of the day. Right. Right. Yeah. And heard as well.
Randy Wilburn 27:07
Yeah, absolutely. Absolutely. Well, man, you've you've shared a lot today, I really appreciate it. I, I wanted to just kind of press you with one last thing, because this is something that we talked about. And, you know, I talk about personal routines and things that that I do on a regular basis to try to make me the best version of myself and I have this I have this ongoing mantra that I operate from where I just basically say, I try to get 1% better every day. But I'd be curious what is what is the one habit or routine that you regularly employ? That's a difference maker for you.
Scott Harvey-Lewis 27:40
Daily Bible reading.
Randy Wilburn 27:41
Okay. All right. So you read the word on a regular basis. I do too. So that's something that we certainly have in common but I Is there anything else that for you that just
Scott Harvey-Lewis 27:51
It may be mental, and then physical I just try to ttuce tried to exercise at least four to
five times a week, right? I don't break That may stagger it depend on the day but I tried to stay physically healthy and mentally, you know, that's what I do in the mornings.
Randy Wilburn 28:08
Yeah. Do you I'm just curious I in your office with with the folks that you have there. Do you guys do any? Do you have any programs or anything that you've instituted to kind of help people along with their habits or routines at all?
Scott Harvey-Lewis 28:21
So we're pretty flexible for the individual. So you know, people and definitely a habit or routine but let's say somebody has kids, small kids, and they and it stresses them out because of daycare. And, you know, they it's hard so we flicks with them so that they're not worried about okay after arrive 20 minutes late or something. It's like, Listen, you have a family, that's your most important thing. Don't feel like that should be a burden. Yeah. Get what you have to do done and I know you will help me out when I need you. And that's how we kind of do it. So and then good idea if somebody says, Hey, be good time to breathe right now let's take a break. We do it. So it's more fluid.
Randy Wilburn 28:59
Yeah, yeah. I got you, but you acknowledge it and you allow for it though. Yeah, no, absolutely. Well, that's good. So lastly, with regard to you and him M2E, if I'm a structural engineer, I'm working up in the northeast or somewhere cold. What would be your 30-second elevator pitch to come on down and work for M2E down in Florida. Not that anybody's necessarily going to do it. But you just never know who's listening to this. What would you tell somebody?
Scott Harvey-Lewis 29:25
Well, I think I always tell people, if you feel like you're a dynamic person who likes a balance of office time, field time you like interacting with a varied spectrum of people from contractors, attorneys, multimillionaires, to property managers, and you like to have fun at work and you enjoy working on with a diverse group of people. Then there is a company that will meet those needs and give you a really good project to work on as well. And if you're up north year round good weather. So I think that'll be the icing on the cake. Good weather to do your work.
Randy Wilburn 30:01
Well, there you have it, folks. Scott Harvey lewis is laid out the foundation for why you need to come down to South Florida and join M2E. So certainly I'll take credit, Scott, if anybody listening to this podcast ends up calling you up saying, Hey, I heard you on the Encourage Build Grow podcast, I want to join your firm. That'll be a huge thank you to me. So I appreciate that. But thank you so much for coming on the podcast. I will eagerly continue to watch your videos, I will share some of those in our show notes. If anybody wants to reach out to you what's the best way for them to contact you
Scott Harvey-Lewis 30:33
just LinkedIn message. I'm pretty good about responding.
Randy Wilburn 30:36
Okay, cool. So I will put your LinkedIn profile link on our show notes as well. So if anybody wants to, to reach out to Scott, they can do that. And, man, we thank you so much for being on the show. We really appreciate your insight, and we look forward to chatting with you again in the near future.
Scott Harvey-Lewis 30:52
Thank you, Randy. Appreciate it. And I look forward to talking again.
Randy Wilburn 30:55
Absolutely. Well, folks, there you have it Scott Harvey Lewis. He is a Senior VP with M2E and just doing some amazing things down there in Florida. Definitely check out check him out online, on LinkedIn. And like I said that information will be in the show notes. I really hope you enjoyed this particular conversation, we got a chance to talk about leadership, a little bit about leadership development, communication, mentoring, and then Scott just kind of shared his practical knowledge on what he's been able to do and in the past set 15-16 years in the industry, and he is making a difference. So we appreciate people like Scott sharing what they're doing and sharing their walk and I look forward to what the next 15 to 20 years will bring for him as he continues to grow not only himself but his team and everyone else that's working with him. So we hope you enjoyed this episode of Encourage Build, Grow, where we're helping design professionals become better leaders, better communicators and ultimately better people. That's all we have for now. We will see you this time next week. Have a great day.
About the Show:
In this episode of the podcast, we sit down with Scott Harvey-Lewis, VP of M2E Consulting Engineers in West Palm Beach Florida. Scott is a Millennial on a mission to change this industry one project and consultant at a time.
Scott is using every tool available to him including YouTube and Instagram. His videos are funny, insightful, and educational all wrapped together. We talk about the proper use of Social Media and videos for design firms, how to motivate your people, and the importance of having a Mentor.
All of this and more on this episode of Encourage Build Grow
Important Links and Mentions on the Show:
- Scott Harvey-Lewis on LinkedIn
- M2E on LinkedIn
- M2E on Instagram – These guys know how to have fun!
- M2E Website
- M2E YouTube Channel
- To Sell Is Human – Daniel Pink
*Note: some of the resources mentioned may be affiliate links. This means we get paid a commission (at no extra cost to you) if you use that link to make a purchase.
This episode is sponsored by:
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