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ON THE MOVE GLY CONSTRUCTION NAMES TED HERB AS CEO AND ANNOUNCES THREE NEW SHAREHOLDERS GLY Construction , an employee-owned general contracting firm, announced that it has promoted Ted Herb to the role of CEO, effective immediately. Herb succeeds Jim Karambelas, who is retiring after 25 years with the company. Herb joined GLY in 1987 as a project engineer, rising to vice president of operations by 2008, and has served as president since 2016. He brings a deep understanding of the diverse skills and perspectives that contribute to successful project delivery at every level within the general construction industry. He has played a major role in shaping the company’s cultural focus on employee training, development, and recruitment. “Ted has played a pivotal role in shaping the company we are today,” said Karambelas. “He has always placed a great importance on investing in the safety and continuous education and training of the people who make our buildings possible and is the natural leader for GLY’s next chapter.” “Our region is experiencing a period of tremendous growth and transformation,” said Herb. “I’m aware of both the opportunities and the challenges this brings and remain convinced that our people are our greatest asset and ally in creating the best company possible. I’m humbled by GLY’s trust in me
and believe that we can play an important role in shaping a place our children will be proud to call home for a long time.” Herb’s projects help to shape the story of the city of Bellevue’s growth and include the Lincoln Square real estate development projects and Overlake Hospital’s expansions. He has a legacy of service to the community through positions on numerous boards and active participation in community events. Herb has served as a member of the Overlake Hospital Board of Trustees and is a past president of the Overlake Medical Center Foundation Board. Additionally, he currently serves as a facilities team member for Path with Art, a not-for-profit focused on arts engagement opportunities for low-to-no income adults in active recovery. Herb has bachelor’s degrees from the University of British Columbia and from the University of Washington. GLY also announced the addition of three minority shareholders to its ownership: Joe Bonacci, CFO; Tess Wakasugi-Don, senior project manager; and Garrick Hughes, senior project manager. “Joe, Tess, and Garrick are core to the overall success of GLY Construction and we are excited to invite them as shareholders as we head into 2020,” said Herb. “Each of them are trailblazers in their own way and they bring
decades of experience that is core to what makes our company one of the best. We are excited to see them continue to grow and make an impact in these new roles.” Bonacci joined GLY in 2016 as director of finance, a role he held for three years before being named CFO in late 2018. Bonacci’s involvement in leveraging new technology to improve various processes continues to have tremendous impact on internal and external customer service. He will also serve on the company’s executive committee. Wakasugi-Don serves as a senior project manager and is the first female owner in the firm’s 52-year-history. She possesses an exceptional knowledge of construction methods, materials and resources and has coordinated the efficient delivery of highly complex projects in both Seattle and Bellevue. Hughes currently serves as a senior project manager and his career at GLY has mirrored the growth of the tech industry with the delivery of multiple complex projects for Amazon and Expedia. He continuously pushes the tired conventions of the industry to improve efficiency and processes that eliminate waste and cost. Founded in 1967, GLY Construction is one of the most established, locally owned general contractor and construction firms in the Pacific Northwest.
your team, not command and control. By having personal relationships with your staff, you improve your understanding of their needs, goals, and communication techniques. 4)Explain the why. Going along with trust, to be a strong and effective leader, it is best to be transparent and explain the why. When you start explaining why decisions are made, you’ll start sharing more context with your team, allowing them to connect the dots. This enables them to be more willing to work with you and be passionate about it. By creating environments of open communication, we can allow authenticity to flourish. As demonstrated in a number of recent studies, trustworthiness and likeability rank above competency when it comes to how you are perceived at work. BRIDGET SHANE is Pennoni’s corporate communications manager. She can be reached at bshane@pennoni.com. “Women are often told ‘you’re too nice’ or ‘you need to toughen up’ and then when they do, they are put into a category that is construed as ambitious, bossy, and unlikeable. How can women combat these stereotypes? And how can we advocate for our colleagues?”
BRIDGET SHANE, from page 5
often look to women for help on tasks they can do for themselves. To combat this, the next time someone asks for help, teach them how to do the task themselves. For example, “Let me show you where to look for that information, so that you know for next time.” 6)Use your body language. To express confidence, use your body language rather than your voice. In a meeting, stand up to make your point. Everyone will be paying attention, so you won’t need to raise your voice. For those in leadership roles – men and women alike – there are also steps you can take to help build a culture for women to succeed. 1)Encourage staff to speak up in meetings. Send agendas ahead of time to encourage questions during the meeting. A chance to prepare for meetings can often encourage interactions. 2)Give feedback kindly, but directly. As a leader, it can be difficult to provide your staff with negative feedback. It’s important to get to know how your staff communicates best, and what works for one person may be different than someone else. Use a compliment sandwich: Provide a strength, something they do well, first. “What I appreciate is ___. You could be more effective by ___.” However, be direct. If you bury the bad feedback it can get lost in translation. 3)Lead with empathy. You want to inspire and empower
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THE ZWEIG LETTER January 13, 2020, ISSUE 1327
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