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the post-WWII era – it’s also robust. The system of streets, sewers, bridges, rail and subway lines, in Celoni’s estima- tion, was built to handle a population of about three mil- lion. The city’s current population is about 1.5 million. “When people ask me, ‘Can the city handle the density?’ I say, ‘Yeah, it can handle it,’” Celoni says. While infrastructure in a dense city like Philadelphia pres- ents immense challenges and restraints, it also presents great opportunities. And along with the post-recession de- mand for multifamily housing, and the Millennial migra- tion to urban cores, it is infrastructure that helped create what Roeder calls the “perfect storm” for the Philadelphia turnaround. “We’re there for the long haul,” Roeder says. “Infrastructure should be a piece of the market that will be there for a long time.” “We’re there for the long haul. Infrastructure should be a piece of the market that will be there for a long time.” knows, they might even shock with their passion. Watch out second tier, the millennials might just blow right past you and all they did was: “Question all the answers.” TED MAZIEJKA is a Zweig Group financial and management consultant. Contact him at tmaziejka@zweiggroup.com. The firm will see growth in lines of business or vertical markets because you have created the desire to succeed. You have also allowed each person to rise to their best and highest purpose. When that occurs, the staff is no longer looking at what it does as work, but its members enjoy their roles and live in the desire to continue to grow. So, ask your millennials what being a millennial means to them. You might be surprised at the wisdom, drive, and desire that they will put forth by simply being asked. Who Ask each of your younger staff members about their professional passion: QA/QC, sustainability, staffing, environmental, or project management. When they tell you what they like, allow them to be part of a regular collateral set of responsibilities that supports the firm’s operations. As they gain greater levels of knowledge and continue to excel in these roles, the firm creates a clear path for these young and talented individuals to grow and mature. The growth that occurs as they are empowered is invaluable, and as they take on more responsibility, they move into middle management with clearly delineated responsibilities. “Couple this generation with older generations and they can create game- changing ideas that could turn into new business or service lines.”

TED MAZIEJKA, from page 5

new ways of looking at problems that might not be perceived clearly by others. They will push the edge of the tools to which firms have committed resources, and they will come up with new service lines to offer your clients. 8)They might want a different way of working – flexibility to help the local, national, or international communities – and try different ways to make a difference. Are they really any different than you were 20, 30, or 40 years ago? If there is no age to leadership, then why do we see so many firms ignoring the power of young leaders and not asking them to participate in opportunities that could have a transformative effect on the practice of providing A/E/P services? "Why are many firms so reluctant to create a transparent pathway to the position of principal?" Many firms do not clearly set the expectations the day the employee starts in their role. What are the steps in growth that need to be detailed to a new staff member so they understand what they need to do to achieve success? Why are many firms so reluctant to create a transparent pathway to the position of principal? In many cases, when we interview the younger staff, they are aching to be involved, yet are rarely allowed to explore their professional passions, and are rarely asked to step into leadership roles in their early, mid, and late 20s. If your firm wants dynamic growth, why not create the opportunity for the younger tier to participate in a leadership team function, one that supports the executive team, senior leaders, and firm owners.

PHILADELPHIA, from page 7

national leader and has also gained international attention,” Celoni says. “Everyone is looking to see how Philadelphia is investing in green infrastructure for its triple bottom line benefits of environmental, social, and economic impacts.” Pillars of the city include the “eds and meds,” a reference to Philadelphia’s wealth of medical facilities and universities, as well as a corporate sector that includes Comcast – the world’s largest media company – which is currently build- ing the city’s tallest building, the Comcast Innovation and Technology Center. Advocating for the city’s rebirth is the Philadelphia Industrial Development Corp., which in 2015 supported $1.7 billion in total project investment, a figure that does not include deals in which the PIDC played no part, according to the agency’s 2015 Annual Review. “When people ask me, ‘Can the city handle the density?’ I say, ‘Yeah, it can handle it.’”

While the city’s infrastructure is old – much of it dates to

THE ZWEIG LETTER May 16, 2016, ISSUE 1152

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