ON THE MOVE BRIAN DEY PROMOTED IN DEWBERRY’S CHARLOTTE, NORTH CAROLINA, OFFICE; CLINT RODGERS PROMOTED TO SENIOR ASSOCIATE Dewberry , a privately held professional services firm, has announced the promotion of nearly 50 professionals nationwide, including Brian Dey, PE, LEED AP, and Clint Rodgers, RA. Dey has been promoted to senior associate in the firm’s Charlotte, North Carolina, office. Rodgers has been promoted to senior associate in its Tulsa, Oklahoma, office. Dey is a senior project manager with more than 25 years of experience. He joined Dewberry in 2013 with an expertise in design, modeling, and project management for parks, greenways, municipal infrastructure, and commercial land development. Dey earned his master’s degree in civil engineering from North Carolina State University (2013) and his bachelor’s degree in environmental engineering from the University of Florida (1995). Dey is a member of many professional
organizations, including the American Society of Civil Engineers, The Home Builders Association of Greater Charlotte, Institute for Sustainable Infrastructure, International Council of Shopping Centers, Urban Land Institute, and the Water Environment Federation. Rodgers is a senior project manager and has spent his entire 19-year career with the firm where he manages architecture projects with a focus on healthcare, K-12 education, higher education, and municipalities. “We are so pleased to see Clint promoted to senior associate,” says Dewberry Principal and Business Unit Manager Bruce Henley, RA, LEED AP. “He is well known by his clients as being a problem-solver with a passion for their best interests. Clint is diligent to bring his very best talents to every project, client, and the office each day.” Rodgers earned his bachelor’s degree in architecture from Oklahoma State University (2001) and is a registered architect in Oklahoma, and Texas.
Rodgers is a member of the National Council of Architectural Registration Boards. Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide. Dewberry creates responsible and innovative solutions for those who own, operate, and maintain natural and built environments. The firm values lasting relationships, achieving its clients’ visions, and celebrating in their success.
SETH CARLTON, from page 3
goals, then they will not only find work more rewarding, but they may uncover opportunities others might not see. Developing such a culture of empowerment will surely be a boon to morale and business. “Think of the firm as a book; while the brand is the book cover that draws the reader in, the mission is the story and substance that keeps the reader hooked.” It is not enough to have a great mission statement that is mentioned during firm presentations every once in a while. For the mission to be enduring and impactful, it must be discussed frequently and at every level in the firm. When a team member accomplishes something deserving of praise, acknowledging the effort publicly and connecting that accomplishment to the firm’s mission underscores the unifying power of a mission statement. It may be beneficial to elaborate on the mission statement with cultural tenets or guiding principles, which help shape what it means to embody the firm’s mission. The more the mission is expressed in relatable terms, the more it is talked about, and the more attention it is given. Finally, to “be on mission” requires more than just a clever slogan. It is a call to be focused, driven, and dedicated to a common goal. It is the embodiment of the firm’s ability to achieve more together than we do alone. Does your firm have a solid mission statement that you can get behind and does it live the mission? If your answer is “no,” I would encourage you to spend a little more time thinking about how you can express the mission in a way that is meaningful to you, your team, and your clients. SETH CARLTON, PE, is a project manager and team lead for JQ Engineering. Connect with him on LinkedIn.
statement engage and motivate your people to achieve more? For us at JQ, we gather behind the mission of “achieving excellence in the pursuit of a better community.” While broad, this leaves room for people to connect their individual skills and contributions to a common goal: improving our community. Who wouldn’t want to get behind that? We pursue that mission in many ways across our varying services, from our focus on our internal customers to our dedication to the end users of the projects we work on. Our mission breaks down neatly into three components: excellence, pursuit, and community. Excellence in every service we provide, internally and externally; quality of work is one of our key values. Pursuit references the aspirational aspect of our mission; while we can never officially achieve it, we can forever pursue the improvement of our communities. Community is a huge term that encompasses all of JQ and all the people JQ touches, from our partners to our clients to the end users of our projects and those impacted by them – all are part of our community. Our goal, our mission, is to better ourselves and each other, understanding that achieving excellence takes passion and a relentless pursuit for progress. Developing a purposeful mission statement requires great effort and input, but it simply does not work unless it is personal and meaningful. First, company leadership must be aligned and focused on a goal that is both tangible and inclusive. Think about how the mission statement engages everyone in the firm, empowering them to find their own expression of that common goal. If people are empowered to find ways they can add value aligned with the firm’s
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THE ZWEIG LETTER APRIL 5, 2021, ISSUE 1386
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