ON THE MOVE DEWBERRY’S CARL KACZMAREK RECOGNIZED AS ONE OF ENR MIDATLANTIC’S 2021 TOP YOUNG PROFESSIONALS Dewberry , privately held professional services firm, has announced that associate and senior project manager Carl Kaczmarek III, PE, has been recognized by Engineering News-Record MidAtlantic as a Top Young Professional for 2021. The awards program honors professionals who have built a strong portfolio in their industry as well as donated time and expertise to serve their communities. The award recipients will be profiled in the February 2021 issue of ENR MidAtlantic. Kaczmerak has been in the industry for more than 11 years. He is an experienced transportation project manager focused on transportation design and construction. Kaczmerak has been involved in a variety of landmark projects, including the Intercounty Connector (ICC)/MD 200, Dulles Corridor Metrorail Projects, and the Warrenton Southern Interchange, where he served as the lead designer/deputy design manager. Kaczmerak earned his bachelor’s degree in civil engineering from Virginia Tech (2008). He is a professional engineer in Maryland, and Virginia, and recently authored an article for Dewberry’s website on the differences between design-build and design-bid-build practices. Kaczmarek remains involved in the
industry by attending Locally Administered Project and Design-Build Institute of America conferences to continue his growth in the engineering field. Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide. JANICE GARY SELECTED FOR 2020 NATIONAL ACEC COMMUNITY SERVICE AWARD The American Council of Engineering Companies (ACEC) Fellows Committee has selected A. Morton Thomas and Associates, Inc. ’s Janice Gary as a recipient of the 2020 National Community Service Award. Gary has contributed her time and energy to groups ranging from educators, AEC organizations, religious congregations, college students, underprivileged families, and many others. Janice has served as the President of the Senior Usher Ministry at Mt. Calvary Baptist Church in Rockville, Maryland for more than 10 years, an organization through which she
drives involvement in events. She also acts as a champion for college and university students of color through her assistance with the Alpha Kappa Alpha Sorority Educational Advancement Foundation, which provides scholarships and financial aid to students across the United States. As a previous Chair of the ACEC/MD Human Resources Committee, Gary led a group of professionals in discussions of issues facing AEC organizations and their employees. Gary is a vice president and director of human resources with A. Morton Thomas and Associates, Inc. and recently celebrated her 25th anniversary with the firm. She has a bachelor’s degree from University of Memphis and a master’s degree from Strayer University. Janice resides in Germantown, Maryland, with her husband Tony and two daughters. A. Morton Thomas and Associates, Inc. is a 100 percent employee-owned firm that provides multidisciplinary services including engineering, environmental, landscape architecture, surveying, and construction administration and inspection on a regional basis to a variety of public and private clients. AMT maintains its reputation by teaming with its employees, clients, and community to provide high-quality, sustainable projects to its clients.
LEO MACLEOD, from page 3
Daniel Pink in his book Drive says people are motivated less by money and more by the autonomy to be left to do the work on their own; the mastery to develop their skills and competence; and the sense of purpose that the work has meaning. When first delegating work, be clear: “I need to give you a task for you to do completely and deliver on time without me micromanaging you to get it done. Can we spend some time going over it now, so you can ask questions, and then set a check-in time for questions?” Appeal to their motivation for greater autonomy, their desire to be treated as a key member of the team. At the same time, you’re spelling out a clear expectation based on a concrete need, rather than a wish, which is softer. If they come back with questions and they have the resources to answer them themselves, help them understand that. If they express being unable to do a portion of the work, remind them of their ability. Revisit your initial conversation on the importance that the work stay in their court as much as possible. Delegation is a sign of a mature leader. You’re not abdicating responsibility. You’re just focusing on how you can contribute at the highest level, given your experience and wisdom. Let others grow by explaining why it’s important that they take on a delegated task with a true sense of ownership. It’s their first step toward getting to your position. LEO MACLEOD is a leadership coach in Portland, Oregon. He can be reached at email@example.com.
is not a negotiation, just a softer opening.) By explaining “so I’m not working on design review and can spend more time on business development,” you’re communicating that design review is not the best use of your time. By communicating you’ll be spending your time on business development, you’re not saying you’re delegating so you can work less. You’re explaining how you will be spending your time. Lastly, saying “so we can keep people employed” makes it even clearer why they should be motivated to fully take on the task. You’re appealing to them as a teammate. They have their job, and you have your job, and together you’ll both be employed! It also makes clear the dilemma: Time is limited, and you can’t do design review and business development. “Let others grow by explaining why it’s important that they take on a delegated task with a true sense of ownership. It’s their first step toward getting to your position.” You are both inviting them to help you and the firm and elevating what might be considered a menial task into one of greater importance. Help them see they are playing a major role in directly contributing to everyone’s livelihood, including their own.
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THE ZWEIG LETTER JANUARY 11, 2021, ISSUE 1374
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