ON THE MOVE WARE MALCOMB ANNOUNCES JASON DOOLEY PROMOTED TO PRINCIPAL IN ATLANTA OFFICE Ware Malcomb , an international design firm, announced Jason Dooley was promoted to principal in the firm’s Atlanta office. In this role, Dooley is responsible for leading the overall growth and management of the firm’s offices in Atlanta and Miami, as well as other responsibilities encompassing the Southeast region. Dooley brings nearly 22 years of design and construction experience to the Ware Malcomb team. He joined Ware Malcomb in early 2016 as regional manager to open and grow the firm’s new Atlanta office, and was promoted to Regional Director in 2018. Since his hire, Dooley has successfully connected with Ware Malcomb’s national clients in the Atlanta market, as well as made new connections throughout the region, with projects spanning beyond Georgia to include North Carolina, South Carolina, Tennessee, Alabama, Mississippi,
Florida, Louisiana and Virginia. His architecture and interior design expertise includes build-to- suit, building expansion, building renovation, complex tenant improvements, industrial, healthcare, office, science & technology, multi- family and higher education projects. “WareMalcomb’s Atlanta office has experienced tremendous growth under Jason’s leadership, prompting the firm’s recent expansion into a new, larger office space in the Buckhead business district,” said Kenneth Wink, CEO of Ware Malcomb. “With this promotion to Principal, Jason is now taking on responsibility for overseeing the growth of the firm’s Miami office as well. We look forward to Jason’s continued success in growing Ware Malcomb’s presence in the Southeast region.” A registered architect, Dooley holds bachelor’s and master’s degrees from the Georgia Institute of Technology in Atlanta. He is an active member of industry organizations including the National Association of Industrial and Office Properties
and American Institute of Architects. Dooley was one of three people recently elevated to the position of principal within Ware Malcomb’s offices across North America. Ware Malcomb also announced the promotion of Mary Cheval to principal, Interior Architecture & Design in the firm’s Irvine, California, office and Edward Mayer to principal, architecture in the Newark, New Jersey office. Established in 1972, Ware Malcomb is an international design firm providing planning, architecture, interior design, branding, civil engineering and building measurement services to commercial real estate and corporate clients. With office locations throughout the United States, Canada and Mexico, the firm specializes in the design of commercial office, corporate, industrial, science and technology, healthcare, retail, auto, public/educational facilities and renovation projects. Ware Malcomb is recognized as a Hot Firm and Best Firm to Work For by Zweig Group.
LEO MACLEOD, from page 11
team, who were already busy. It felt selfish for her to push work on to other people, so she could accomplish her goals. But she also reasoned that they are not going to grow and reach their own mountain if she doesn’t push them. If everything remains the same nobody grows and the firm never changes. Today, if you hired a guide service to take you to the top of Everest, you would carry a light backpack, while Sherpas typically carry up to 80 pounds of food, propane, and bottled oxygen. They are part of one team, interdependent on each other for success. The next day when a junior member of Beth’s team gave her a set of drawings for a new bridge, she started to take out her red pen to make corrections, but stopped and then said: “I need you to review these more carefully.” In eight short words, Beth took several steps in the right direction: she stopped herself from doing work that wasn’t going to get her to her mountain (and the firm’s mountain); she modeled for the junior staff person how to manage time and delegate to others; and, lastly, she made the staff person more accountable and responsible for his own results, which is the first step in becoming a leader. She helped him on his mountain, even if he didn’t know what it was! And it wasn’t a long, drawn-out uncomfortable discussion. To grow as a leader, you need to know where you’re going. You need to be conscious of how you’re spending your time and if each move in the day – an email, a conversation – is keeping you exactly in this spot or moving you closer to your vision or mountain. Your manager and your direct reports are the team members most directly tied to your rope up the mountain. They will either drag you down or help you move up. Start by having a conversation with your manager about your direction. Push back work to your support team, so they are taking more responsibility and you are untethered to move forward. LEO MACLEOD is a leadership coach in Portland, Oregon. He can be reached at email@example.com.
manager struggles with similar challenges of fitting his own mountain into the demands of the job. Welcome to leadership. Smart managers will not be threatened by your dreams. Instead, they’ll work with you to shape the demands of the job with what drives your life and career goals. If they know you want to become an associate principal in two years, they can tell you what you need to get there. They can put you on interview teams and give you coaching to confidently present to prospective clients. They can test you with larger projects and have you manage small teams. As you evolve as a leader, you’ll be doing the same thing for people on your team. THE SUPPORT. Beth is a project manager at a small civil engineering firm. She’s 35, married, no children, likes to hike and drink local beer with friends. Her mountain is to become a principal in the firm, but that’s probably seven years off. In three years, she wants to be an associate. Beth is driven and extremely competent and loved by clients. There’s nothing keeping her from getting to her mountain but herself. She fits that super-doer profile of an emerging leader who is doing it all herself and not asking for help. But her death grip on every detail was not leaving room for meeting with clients to develop relationships in order to keep them happy and get more work. Delegation was very hard for her because she couldn’t trust it would get done to the high standard that people expected from her. She was stuck in the past and it was keeping her from reaching her future. She had taken the first step of building her team by talking to her lead, her manager. There was perfect alignment there with her direction and what the firm needed. But she needed to enlist the help of her support team – the direct reports she managed – in order to spread the load. This was tough because it felt like she was burdening her
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THE ZWEIG LETTER JULY 13, 2020, ISSUE 1352
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