1180

8 projects inplaces likes Saudi Arabia, India, andEngland?Our solution was to locate partners in those local communities and to make them part of the team. They are able to help us tap into local traditions and culture as well as building codes. We want to make sure we are designing buildings that relate to how people live there, not here. We wanted boots on the ground, so to speak. We also have no problem jumping on a plane quickly and rely a lot on Skype and Go- to Meeting. It’s important to see reactions on people’s faces. TZL: What’s something that makes you proud? NR: Seventy-five percent of our work is repeat business. TZL: What’s your vision for the future? NR: We’ve been talking about this a lot lately. In April of next year, we’ll be celerating 30 years in business. That’s a wonderful landmark. What to do for the next 20 years? We’re not retiring; they usually take architects out feet first. We’d like to give back more. In addition to maintaining our core business, we’d like to focus on new forms of quality housing for people who need access. We also want to focus on innovation and sustainability, while being socially responsible. Doing more pro-bono work is on the front burner. A home should nurture and we want to help people feel good about themselves. TZL: What’s a recent project that’s especially close to your heart? NR: The Lincoln Square Synagogue on the Upper West Side in Manhattan. It’s the first spiritual space we’ve ever done. Sixteen architects were interviewed, but we got the job. We discussed the opportunity for the congregation to define who they were through the space and the ability to create a spiritual home for them to pray, celebrate and educate. We took a true journey with the client. It was wonderful. The building is 53,000 square feet and features many symbolic references that include five ribbons of glass that represent the five books of the Torah. TZL: What sets your firm apart from others? NR: Our partners are very hands-on. All partners spend about 85 percent of their time on actual projects. We create an intimate client experience. Q&A, from page 7

TZL: Any exciting news to share?

NR: We’re working on three K-12 schools in India. In June, the first phase opened. It has 2,500 students.

TZL: Do you have kids?

NR: We have one daughter, Andrea. She is studying human rights and social justice in law school. TZL: What’s something not many people know about you? NR: I still like to draw – charocal and ink – mostly. And when I travel, I enjoy hunting down stone quarries and find- ing new materials.

TZL: Do you have a dream vacation?

NR: Bhutan, a Buddhist civilization in the Himalayas. Being a city girl, the culture sounds amazing.

TZL: What’s the last book you read?

NR: The Snow Leopard by Peter Matthiessen. It’s about a journey through the mountains of Tibet. I’m starting to sound very granola, but I really am very urban.

TZL: Who’s a leader you admire?

NR: My husband. He’s wanted to be an architect since he was 8. He’s a pure designer and so committed to solving problems. We share an office that’s about 30-by-18 feet and I see magic happen daily. We have an amazing respect for each other.

TZL: What activities do you enjoy outside of work?

NR: Visiting art museums, biking, cooking, reading, and be- ing with friends and family.

TZL: What’s your favorite lunch?

NR: I’d love to have a three-hour lunch on the lawn of our cottage in Duchess County. It would consist of some locally- made mozzarella, basil, and tomatoes from the garden, olive oil from Italy, crusty bread, and a good red wine. “Zero tolerance demands you fire a fine person who makes an innocent mistake. The standard and the price of such a policy are simply too high. Worst of all, it eliminates one of the noblest of human qualities, forgiveness.” a better, more loyal employee than the one you had before the mistake. DAVE MARINACCIO is an international bestselling author and successful marketing business entrepreneur. He is co-founder and SVP, CCO of Laughlin Marinaccio & Owens in Arlington, Virginia.

DAVE MARINACCIO, from page 5

sincere contrition should always be considered. Sometimes a transgression is sufficient to warrant discharge. When that happens, the particulars of the firing should be kept private while informing the staff that the employee has left the company. Soon after, a general reminder in an email, perhaps a paragraph from the employee manual, can be instructive. It both notes the event and resets proper expectations for the staff. Zero tolerance demands you fire a fine person who makes an innocent mistake. The standard and the price of such a policy are simply too high. Worst of all, it eliminates one of the noblest of human qualities, forgiveness. Very often a second chance brings out the best in a person. You gain

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

Made with FlippingBook Annual report