Engineering firms have been historically entrepreneurial endeavors led and managed by a handful of people— often the only owners of the firm. These companies tend to recruit and attract people who are expert in working in the business, but not necessarily on it. While great technically, these people are rarely interested and inclined to be leaders. The successful firms, those that are around long enough to require a change in leadership, become stuck unless they have been developing a pipeline of staff with the appetite, risk profile, and behaviors to be leaders. Join Mark Goodale as he walks you through what it takes to develop a high-performance leadership team with the folks you already have.