Engineers know how to do something constructive.What they do adds value and uplifts the human spirit. Visionaries and futurists call engineers the wealth creators—those who help enlarge the economic pie for everyone—and say that the strongest nations in the future will be those that have the best engineering base.

As we move further into the 21st century, the world will become more technologically dependent and sophisticated.

Therefore, engineers will be viewed increasingly as attractive candidates for leadership positions beyond engineering—in their communities, in the public arena, and even in politics.

For tomorrow’s structural engineers, however, being a successful societal pacesetter demands that they be more than technically competent. They’ll be required to be well-rounded in many arenas, comfortable with "big-picture" thinking, and meaningfully involved in crucial enterprises outside of engineering.

Additionally, engineers must be able to exude a confidence that convinces non-engineer powers-that-be that they can, indeed, run things, as well as make them run.

Being effective public leaders also will help pave the way for the structural engineering community to better address ongoing dilemmas, many of which can’t be solved within the narrow confines of the engineering industry.

Dilemmas that never seem to go away include the following: • engineering increasingly being treated as a commodity and engineers hired by lowest price rather than best qualifications; • frivolous lawsuits that are stifling innovation and burdening society with enormously high liability insurance costs; • the public’s unawareness and the media’s ignorance of engineering feats; • instantaneous access to low-cost labor pools from every corner of the globe—a never-ending supply of eager foreign engineers who will work at salaries much lower than Americans on projects both here and abroad; and • increased use of computers to do structural engineering without oversight by a professional engineer.

For those structural engineers eager to deal with these dilemmas, be prepared for leadership roles on the broader stage and play a bigger hand in setting the nation’s direction. They will have to work seriously at improving their overall leadership savvy. They also need to get out of the backroom and move up the "food chain" to where the controlling decisions are made.

In addition to stepping forward and being heard, engineers can help their cause by "getting close to the money" as often as they can. This simply means developing strong relationships and direct communications with owners and end-users—those who control the purse strings, make the final decisions, and use the finished product.

Contracting directly with these kinds of people—rather than only working through other design team professionals—will result in earning fees more in line with the value delivered and responsibility assumed, a stronger probability for meeting client/end-user expectations, and an improved image of importance and value that will open more doors in a wider array of venues.

Even though engineering is not the most prestigious profession in America, overall, the image of engineers is commendable. In poll after poll, engineers always top the list when respondents answer questions such as, "Who do you trust?, Who is honorable?, and Who is a notable problem solver?" The public clearly believes structural engineers are smart, hardworking, and trustworthy.

It’s just that many people don’t know what engineers actually do! They’re so infrequently mentioned in the mainstream media or favorably featured in the movies or on television that it’s difficult for the average person to relate to them. But once engineers themselves remedy this situation and become more publicly visible while boldly insisting on being credited for their valuable part in the building industry, their full potential will be maximized. Once they do, engineers’ potential for being major societal and industry "movers and shakers" will be awesome.

So, make no small plans! Rather, make grand plans—plans big enough to reach your highest level as a total person. Become the best you can be beyond (as well as within) engineering.

Maintain your technical expertise, but also take control of the moment. Work toward being an articulate leader, not just a humble follower. Become a wellrounded professional, not a narrowlyfocused technician.Learn to be as skilled at running things as you are at making things run.

If you do these things, you will make a much bigger impact on life’s stage! And, you will expand your range of influence and your ability to control your own fate much more! Seize the day. Make big plans now.

Richard Weingardt, P.E., is CEO and chairman of Richard Weingardt Consultants, Inc., a Denver-based structural engineering firm. He can be reached via e-mail at rweingardt@gostructural.com.