TZL 1569 (web)

ON THE MOVE HANCOCK ASSOCIATES ANNOUNCES PROMOTION OF JOSEPH D. PEZNOLA, P.E. TO VICE PRESIDENT OF ENGINEERING Hancock Associates, a leading provider of land surveying, civil engineering and wetland science services, has announced that Joseph D. Peznola, P.E. has been promoted to vice president of engineering. Peznola has nearly 35 years of industry experience and has been an engineer at Hancock Associates for more than 20 years. He has extensive experience with complex, high density commercial and residential developments throughout Massachusetts and New Hampshire for private sector clients, non-profit organizations and municipalities. As vice president of engineering, Peznola will continue to be responsible for managing the engineering department across Hancock’s eight offices, project management and technical

quality control and assurance. In his expanded role, he will assist in the strategic planning and evolution of the civil engineering department, daily operations, technology growth, business development, personnel growth and more. Peznola has been an engineer at Hancock for over two decades and works tirelessly with clients and staff to produce outstanding designs. He is also a resolute advocate for the civil engineering and land development world, working with organizations like Citizen’s Housing and Planning Association and New Hampshire Home Builders Association to advise and promote progress in the field and was recently part of a dedicated group of responders to the Massachusetts Department of Environmental Protection proposed changes to stormwater regulations.

Peznola has a bachelor’s degree in civil engineering from the University of Massachusetts Lowell. He is a registered Professional Engineer in Massachusetts and New Hampshire, a Massachusetts Certified Soil Evaluator and a Licensed Septic Designer in New Hampshire. “We couldn’t be prouder of Joe’s accomplishments at Hancock and his dedication to his field over the years,” said Hancock Associates President, Wayne Jalbert, P.L.S. “He has tremendous vision and with his new role, we’re certain that he’ll help chart the course of Hancock’s growth for many years to come.” Hancock Associates has been providing expert land surveying, civil engineering and wetland science services throughout Massachusetts, New Hampshire, Connecticut, and Rhode Island since 1978.

■ Project managers can serve as peer mentors, offering feedback on daily task execution, decision making, and problem solving. ■ Directors can serve as supervisor mentors, providing valuable insight into performance metrics, strategic oversight, leadership development, and career growth. ■ Operations managers and C-suite can serve as leadership mentors by collaboratively guiding project planning, execution and delivery, and aligning project goals with business objectives. It’s true that these mentor relationships aren’t easy to find time for, especially among senior staff. However, the potential that they offer is enormous, from increased collaboration and operational stability to preparing the next generation of your organization’s leadership. If you make the time, you’ll see the results. Duane Gaugler, PE, is a program manager for Larson Design Group’s Bridge Design team and serves as office leader for LDG’s Selinsgrove, Pennsylvania, location. Connect with him on LinkedIn. “To lay the groundwork for continued stability in leadership and performance, companies should actively seek out and support potential future leaders. An internal mentorship program that has buy-in from all levels of leadership is a strong place to start.”

DUANE GAUGLER, from page 9

programs can be as varied as the companies that utilize them, but three main components can be enormously helpful: 1. Schedule. Once a mentorship has been decided on, set regularly occurring meetings with your mentee that meet both of your expectations and availability. Make them priority sessions; if a conflict arises, reschedule as soon as possible. Emphasize the importance of consistent communication as the two of you move through the program. 2. Define. Always have a clearly defined topic for your scheduled time together. You can decide together or encourage your mentee to choose an area that they feel needs improvement, but addressing one topic in its entirety before moving on will maximize your time together. 3. Ask. Mentorship isn’t an opportunity to talk about yourself – have questions for your mentee each session that are thoughtful and reflect the continuation of ongoing discussions and goals. And to the best of your ability, always be available to answer their questions, even outside of scheduled time together. UPDATE AND COLLABORATE. Mentorships don’t have to be stodgy, lecture-driven affairs. They can be dynamic partnerships implemented across an organization, encompassing everyone from technical staff to directors. Encourage your people to connect with counterparts from different departments and leverage their ideas and experiences in a more formal mentorship program. For example:

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

Made with FlippingBook flipbook maker