4
ON THE MOVE JOHN HONG JOINS AS CONSTRUCTION PROJECT DIRECTOR IN LOS ANGELES John Hong, PE, has joined HNTB Corporation as construction project director. He is based in the firm’s Los Angeles office and supports regional projects, including the California High- Speed Rail construction packages, including CP-4. HNTB “John combines strong leadership and construction management skills with expert collaboration with agency partners,” said Kenneth Oh, PE, HNTB Los Angeles construction services lead and associate vice president. “He is a key leader on high-profile infrastructure improvement projects and has been recognized for his award-winning work.”
Hong has more than 30 years of experience in construction management. He has spent much of his career with the California Department of Transportation, most recently as senior construction engineer. In addition to his PM/CM leadership on job sites, Hong served as an instructor for Caltrans, teaching construction procedures and standards. “John brings a wealth of experience, dedication and expertise to our team,” said Yoga Chandran, PhD, PE, GE, HNTB Los Angeles office leader and senior vice president. “He has a track record of innovation, excellence and outstanding service that will benefit our clients.” Hong received a Bachelor of Science in civil engineering from California State
Polytechnic University – Pomona. He is a registered Professional Engineer in the state of California. His previous honors include Caltrans Superior Accomplishment, Caltrans Success-in- Motion, Project of the Year award and Resident Engineer of the Year. HNTB Corporation is an employee- owned infrastructure firm serving public and private owners and contractors. With 110 years of service in the United States, HNTB understands the life cycle of infrastructure and addresses clients’ most complex technical, financial and operational challenges. Professionals nationwide deliver a full range of infrastructure-related services, including award-winning planning, design, and program and construction management.
WHEN THE MENTEE BECOMES THE MENTOR. At some point the mentee transitions to the role of mentor. It’s the way of things, a cycle that benefits everyone involved, cultivating a culture of continuous learning and support. I’ve been fortunate to mentor several people and have learned that the best thing you can do is empower them and give them supervised autonomy. Mentorship isn’t about micromanaging. It’s about encouraging mentees to get out of their comfort zone, seize opportunities, and take on challenges that help them grow. MENTORSHIP BENEFITS EMPLOYEES AND ORGANIZATIONS. Mentorship is important for an individual’s own professional or personal development, but it’s also good for your organization – specifically in terms of employee retention and succession planning. We all know that employee retention is a critical concern right now, and although money and benefits are important in retaining talent, so are relationships. Mentorship is a powerful tool for employee retention because it enhances overall work experience, fosters individual growth, and builds a sense of belonging. Mentorship also plays a crucial role in effective succession planning by fostering the development of potential future leaders and ensuring a smooth transition of knowledge and skills. In the end, mentorship is about more than just career advancement; it’s about building meaningful relationships that encourage growth. Whether you’re just starting out or are a seasoned professional, the guidance, support, and wisdom of a mentor can be one of the most valuable assets in your career. So, seek out mentors at every stage of your journey, cherish those relationships, and remember to pay it forward when you can. Your career will be all the richer for it. Earl Mott serves director of Field Services for Garver. Connect with him on LinkedIn.
EARL MOTT, from page 3
PEERS AS MENTORS. Jerry Holder and I have enjoyed a peer- mentoring relationship over the years, where there’s a real give and take, learning from each other and sharing expertise. Peer mentorship is also valuable because you can push each other to strive for excellence and offer encouragement just as you would someone who works under you. We collaborated on projects together that required a lot of interaction, but that ramped up significantly when Jerry asked me to be project manager on 30 Crossing, the Arkansas Department of Transportation’s largest construction project to date and its first design-build project. We were both business line directors: Jerry was director of transportation at the time, and I was director of construction services, now field services. This project introduced me to things that weren’t necessarily within my wheelhouse, and it taught me how to rely on those around me who had other talents. LEADER AS MENTOR. I’ve been lucky to work for six CEOs through my years at Garver and have learned something from each of them. One, Brock Johnson, became a mentor to me at a pivotal point in my career. He was one of many people who I looked up to and probably one of the folks who had the greatest impact on my career, not necessarily as an engineer but as a leader, because I spent 20 years of my life working for him in some form or fashion. When I joined Garver full-time I eventually ended up in Brock’s group working in aviation. A widely admired and respected leader, he taught me the importance of empowering people and creating trust, not just with clients but with those you work for and supervise. Once I’d earned his trust, he gave me opportunities to grow in my career and empowered me to take ownership of them. One example of that was when Garver decided to build a new headquarters in North Little Rock. Brock picked up the phone and called me to say, “I want you to handle this for me.” It was both humbling and affirming to have him entrust me with that project at that time in my life.
© Copyright 2024. Zweig Group. All rights reserved.
THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557
Made with FlippingBook flipbook maker