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ON THE MOVE WARE MALCOMB ANNOUNCES ED MAYER PROMOTEDTOPRINCIPAL INNEWARKOFFICE Ware Malcomb , an award-winning international design firm, announced Edward Mayer has been promoted to principal, architecture in the New York and Newark offices. In this position, Mayer is responsible for the overall leadership and growth of the Architecture Studios for the Northeast region. “Ed’s more than 25 years of architectural experience and strong management skills have been a tremendous asset to Ware Malcomb’s Northeast regional operations,” said Kenneth Wink, CEO of Ware Malcomb. “His leadership has led to the continued expansion of our services in multiple states throughout the region. We congratulate Ed on his success and well-deserved promotion to principal.” A licensed architect in New York and New
Jersey, Mayer joined Ware Malcomb in 2016 as Studio Manager, Architecture for the firm’s New Jersey office. As a result of his success in growing the architecture practice, in 2018 he was promoted to director, architecture for the New Jersey and New York offices. Mayer has worked across the region on significant projects in New Jersey, Pennsylvania, Connecticut, New York, and Maryland, including several multistory distribution buildings as well as large land planning assignments. Mayer holds a bachelor’s degree in architecture from the University of Notre Dame. He is an active member of NAIOP, the Commercial Real Estate Development Association, and represents Ware Malcomb at industry events throughout the region. Mayer was one of three people recently elevated to the position of principal within Ware
Malcomb’s offices across North America. Ware Malcomb also announced the promotion of Mary Cheval to principal, interior architecture and design in the firm’s Irvine, California, office and Jason Dooley to principal in the Atlanta, Georgia, office. Established in 1972, Ware Malcomb is an international design firm providing planning, architecture, interior design, branding, civil engineering and building measurement services to commercial real estate and corporate clients. With office locations throughout the U.S., Canada, and Mexico, the firm specializes in the design of commercial office, corporate, industrial, science and technology, healthcare, retail, auto, public/ educational facilities and renovation projects. Ware Malcomb is recognized as a Hot Firm and Best Firm To Work For by Zweig Group.
STEPHEN LUCY, from page 9
activities in the workforce that involve diverse teams and teamwork, and millennials embrace both. For those leaders who are aware of their agreed-upon exit strategy, now is the time to reflect and neither panic nor regret that we are “aging out.” We must become comfortable with transitioning our roles and responsibilities while another generation assumes them. That is part of the challenge and growth in the long run. And, part of the excitement about the future of our firms and our industry. In an article entitled “A Radical New Way to Work with your Millennial Employees,” author Kasey Hickey comments that millennials “are extraordinary multi- taskers, community-oriented, entrepreneurial, highly educated, and connected with their families. And they are optimistic, too, despite the troubling times they have witnessed.” He goes on to add that, “A commitment to coaching is one of the best ways you can lead a millennial- strong workforce.” Type A leaders are not always good about letting go, especially knowing that they no longer control the future of a firm. That is probably why encore coaching and mentoring has become so popular. Relinquishing control seems a little bit easier when we can still offer our “two cents” worth of wisdom and advice. As Hickey admits, “You might not be ready to change your title from CEO to ‘coach’ but internalizing the differences between these two leadership approaches could make a huge difference.” Whether or not future generations accept our advice or insights really does not matter. As long as both generations understand the give-and-take that comes with making leadership transitions, baby boomers will succeed in passing the baton, and millennials will succeed in carrying and valuing their new roles and responsibilities. The potential for a win-win for everyone is there if we just embrace the beneficial attributes of each generation. 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.
and teamwork. They also seek more frequent feedback and conversations with the leadership team. Let’s face it – two generations may involve different leadership styles, motivational opportunities and tech savvy, but the interaction of both can deliver some key benefits. In his article entitled “Why Baby Boomers and Millennials Make Great Teams,” Nathaniel Koloc explains the different energy that both generations bring to the workplace. “Millennial energy is about potential,” says Koloc. They are digital natives, intensely focused across a range of tasks, seek mentors at work, and want the world to become a better place for themselves and their families. On the other hand, the core of boomer energy, according to Koloc, is experience. They bring decades of knowledge about building and maintaining client relationships, evaluating and delivering complex projects, and hiring and retaining good talent, among other key business tasks. “As long as both generations understand the give-and-take that comes with making leadership transitions, baby boomers will succeed in passing the baton, and millennials will succeed in carrying and valuing their new roles and responsibilities.” Will we cope differently in business and in life? No doubt about it. Each generation differs in how it copes with the competition, changes in the marketplace, leadership styles, client relationships, teambuilding, and growing and diversifying their business prospects and projects. However, understanding and embracing these generational differences offers some great learning experiences for us all. Learning how to achieve greater balance in our lives can enable us to collaborate more powerfully. In the past, much of what we accomplished professionally was based on individual effort. Today, there are interdisciplinary
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THE ZWEIG LETTER JUNE 15, 2020, ISSUE 1349
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