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BUSINESS NEWS MIDDLEBURG ANNOUNCES MOSBY LAKESIDE IN POOLER, GA Middleburg, a Vienna, Virginia- based real estate investment, development and management firm, announced plans to start construction in early Fall 2018 on Mosby Lakeside, a 316-unit, three- and four-story Class-A apartment community located near the intersection of Pooler Parkway and I-16 in the Pooler submarket of Savannah, Georgia. Mosby Lakeside is scheduled to begin leasing in the Spring of 2019. The architect of record is Humphreys and Partners of Dallas. Interior design services are being provided by DEI of Atlanta. Landscape architecture and civil engineering services are being provided by the Savannah office of Thomas & Hutton . “Middleburg is thrilled to be expanding its Southeast multifamily footprint in this vibrant submarket of Savannah,” said Middleburg Partner, Austin Knapp. “A rapidly growing

job base, increasing household income, and strong demand for quality apartments were all compelling reasons for developing this very well-positioned community. In addition, we look forward to inviting our new residents to become involved in Middleburg’s community-building service projects and initiatives.” Mosby Lakeside will introduce a new level of luxury, sustainability and amenities to the quickly growing Pooler submarket. Residents will enjoy the lake views incorporated into the thoughtfully designed community, as well as afitness center with yoga studio, outdoor fire pit and kitchen, resort-styled saltwater pool, dog parks and pet spa. The community will also be built to NAHB Green standards and have electric car charging stations and a community garden. Mosby Lakeside will feature one-, two- and three-bedroom units (with elevators servicing

over 50 percent of all units) ranging from 748 square foot one-bedrooms to spacious 1,405 square foot three-bedrooms, along with a number of two-story, 1,133 square foot carriage house homes. The community is conveniently located across the street from the new St. Joseph’s/Candler hospital campus (opening in 2019) and numerous retail, restaurant and mixed-use amenities. Pooler has excellent access to Savannah’s job centers, with nearly 60 percent of all jobs in the Savannah area located within a 20-minute drive to the community. For the past 26 years, Humphreys and Partners Architects has been providing high quality, innovative planning and design services. An award-winning firm specializing in multifamily, mixed-use, and hospitality/resort design, HPA has extensive experience in high-rise, mid- rise, student, senior, tax credit, affordable, moderate, and luxury communities.

is doing their job and raise questions about your true leader- ship skills. 5)Where are we going? Day-to-day challenges take time to ad- dress, but you must also focus on the future path of the firm. When times are good, you may tend to just go with the flow and take on all the opportunities presented by your clients. Absent a plan, however, you will inherently drift and suffer when business slows down. The real question is, do you want to control your own destiny? Most of us started our firms or rose to leadership because we wanted to have input and con- trol over our futures. So, create and follow a strategic plan so you can understand and control that future. 6)Who is my successor? This is a critical question and the answer takes time to develop and implement. Allow yourself that time and start to mentor the firm’s potential future lead- ership now. Be prepared because your successor will not be your clone. The firm will change and evolve. If you have built the best team, your culture, vision, mission and purpose will carry over into the next generations of the firm. BE INQUISITIVE! Too often those in leadership are over- whelmed by the day-to-day and forget to question or fur- ther evaluate themselves and their decisions. Through in- trospection, we can learn from our prior actions and chart a better path for the future of our firms. Don’t be afraid to ask tough questions or make tough decisions as these are just part of your job description as a leader. STEPHEN LUCY is CEO of JQ with offices in Austin, Dallas, Fort Worth, Houston, Lubbock and San Antonio, Texas. Contact him at slucy@ jqeng.com. “Through introspection, we can learn from our prior actions and chart a better path for the future of our firms. Don’t be afraid to ask tough questions or make tough decisions as these are just part of your job description as a leader.”

STEPHEN LUCY, from page 11

dealing with the most difficult and stressful issues facing the firm. Instead of being a leader, sometimes a more apt job description may be janitor, as we must clean up the mistakes of others. Methodically working toward resolutions of the problems faced by a firm, which probably include unwanted compromises, can be taxing and can wear you down both mentally and physically. If you are not prepared or willing to deal with such issues, you probably have answered the ques- tion about toughness – as well as the one about whether you are the right person for leadership. 3)Whom do I need around me? Leaders wear many hats, es- pecially in new or smaller firms. As your firm grows, you can no longer afford to do everything and must acknowledge that you are not an expert in everything. This will necessitate the addition of others who possess the skills needed for the firm to flourish, be it financial, human resources, or technical. This means you must be prepared to share the benefits of leader- ship. The best people come at a price. You should also engage outside advisors such as external board members or industry peers as there is no reason to develop a new answer if some- one may already have the best answer. 4)Who is on the bus that needs to get off? Just as important as knowing who you need to have around is knowing who does not need to be there. Loyalty is typically seen as a prized trait, but blind loyalty is more detriment than benefit. If you have staff or even partners who continually fail to perform their jobs, they need to be offloaded as quickly as possible. Whether you recognize it immediately, your staff will. Contin- ued failure to address the issues will demoralize everyone who lingering questions about the validity of our actions. Instead of being a weakness, this self-evaluation can produce benefits to the firm as it can form the basis for change.” “There are times we cannot sleep at night because we are tormented by those

THE ZWEIG LETTER June 25, 2018, ISSUE 1254

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