Strengthening Mid-Level Leadership Bench Strength in Engineering Firms
Engineering firms across Wisconsin are facing a common—and costly—challenge: mid-level leadership gaps that quietly erode succession readiness, retention, and growth capacity.
To address this issue, we recently co-hosted a Voice of the Executive virtual forum, facilitated by Jen Bertsch, CEO and Founder of LeadWell Consulting and presenter at ACEC Wisconsin Leadership Institute. The session brought Engineering Principals together for a candid, peer-level conversation grounded in real executive experience.
What We Explored
Drawing on more than twenty interviews with engineering principals who sponsor participants in the ACEC WI Leadership Institute—as well as broader industry patterns—the discussion focused on where leadership bench strength most often breaks down and why these gaps persist.
Three themes emerged as consistent pressure points:
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Communication Breakdowns
Principals agreed that communication is essential, yet rarely developed in a systematic way. Breakdowns most often appear in cross-office coordination, project handoffs, and performance conversations—creating rework, frustration, and unnecessary escalation. These issues limit leaders’ ability to scale themselves and develop others. -
Ownership & Decision Authority
Firms want leaders who take initiative, but many environments unintentionally reward playing it safe and deferring decisions upward. Participants discussed how unclear decision authority and fear of making the wrong call can stall leadership growth and keep principals too deeply involved in day-to-day execution. -
Trust & Emotional Intelligence
Trust and emotional intelligence were cited as non-negotiable for advancement and succession readiness. Yet development in these areas is often informal or left to chance. Gaps tend to surface during leadership transitions—when technical managers are expected to lead through influence, not just expertise.
Throughout the session, live polling and facilitated discussion allowed principals to compare experiences, surface patterns, and reflect on the real business impact of these leadership gaps.
Why This Matters
Participants consistently noted that mid-level leadership challenges are not isolated people issues—they are organizational capacity risks. Left unaddressed, these gaps show up as:
- Overreliance on a small group of senior leaders
- Slower decision-making and reduced agility
- Increased retention and succession risk
As firms enter a new calendar year, the message was clear: leadership bench strength requires intentional, ongoing investment—not one-off training or hoping growth happens naturally.
What Happens After the Conversation
The discussion surfaced a set of questions principals can take back to their firms:
- Where are leadership gaps showing up most clearly today?
- What expectations are we setting for mid-level leaders beyond technical delivery?
- If nothing changes, what risk does this create for succession and continuity over the next three years?
As firms move through the year, those beginning work on succession planning or leadership initiatives in the next 30–90 days may benefit from a strategic thinking partner—whether internal or external—to help translate insight into action.
For organizations that were unable to attend, or where only one leader participated, this conversation can also be replicated as a facilitated internal executive discussion tailored to the firm’s specific context.
For questions about the session or leadership development support, contact:
Jen Bertsch
CEO & Founder, LeadWell Consulting
📧 jen@leadwellconsulting.com
🌐 www.leadwellconsulting.com