Leaving Leadership

Garden of the Gods, Colorado

Author's Note: I wrote this in the summer of 2022 and wanted to repackage it and update it but found it better as is. Yes, my term on CSI's board has been over for over a year but I'm embarking on a new challenge… more on that later. Our firm did move into our new office space in Dec 2022 and we love it! I hope you enjoy my thoughts here! 

Our firm is moving into new office space later this year. For an architecture firm to move into new office space brings a lot of questions, a lot of excitement and a modicum of drama and second guessing. Especially when your firm is a top design firm in your area and has an incredibly talented workplace studio within your interior architecture group, as we do. All of this combined with the stereotypical ego of architects means the design of our new office space is under a fair amount of scrutiny. 

I’ve built my career designing renovations and ground up buildings at colleges and universities, specifically research and teaching laboratories. I know very little about workplace design and furniture selection. For those reasons and more, I have stayed out of the design and furnishing of our new office space. For me, it’s a matter of trust. I trust the leaders and the design professionals who were tasked with the thankless project of designing and producing construction documents, selecting furnishings and working with the construction professionals to bring our new office space to life. When you honestly and absolutely trust those folks, it's easy to stay away. I ask a few questions, provide input when asked and anxiously await the next tour of our new space. 

Leaving leadership is also all about trust – trusting the people that come after you to continue the work that you helped start. Every leader’s time in the big chair comes to an end. Either by retiring, term ending or losing an election, we all see our time in leadership come to an end. Leaving leadership and trusting those who come after you is about recognizing your place along the continuum. There were leaders before you that set the table for your work and there are leaders after you to continue that work. The same is true for CSI. I trust the leaders that are coming after me to continue the work; not work that I started but work that I continued, taking the reins from the leaders before me. 

My time as CSI Board Chair ended at midnight as June 30, 2022 turned to July 1, 2022. My time as Board Chair was one of the great honors of my life and was an immensely rewarding two years. How I react after my term ended is entirely up to me. I’ve observed a number of different reactions from other past presidents and past board chairs. It is easy to get used to being “in the know” and the juice that comes with it. It’s an easy trap to fall into wanting to remain involved at the same high level but that can lead to problems with your successors in addition to confidentially issues. 

I knew leading up to June 30, how I reacted to the end would chart the course for the next Board and Board Chair, so I started preparing towards the end of 2021. In our January 2022 board meeting I referenced events and decisions that would have to be made at the October board meeting, emphasizing these are their decisions and I will no longer be a board member then. I kept up those references across the next several months while supporting the next set of leaders, once the slate of officers was elected in April. 

I saw that as the last of my duties as Board Chair: ensure the next group is ready to continue. It was easy for me as our board is stocked with smart, kind and caring folks who enjoy each other and enjoy working on behalf of our members. I was fortunate in that manner and I recognize not all leaders have that advantage. But I also didn't leave it to chance. I had multiple conversations with the Chair-elect, both with our paid staff and without. I spoke with each incoming officer and other key board members to help them with what they needed and letting them know I'm still here for them and will be their biggest cheerleader both publicly and privately. 

Change Management is sometimes a cliché in most industries but is critical to the success of any organization. Those of us in design professions all know firms who did not have a succession plan and either folded altogether or were sold to larger firms when the founders wanted to retire and saw no other way out. Professional organizations are no different. We have all seen leadership transitions at local and national levels not go very well. Part of the lasting responsibility of leaders is planning for and executing a well-designed succession plan. Without one, everything is left to chance and no one wants that.

Independence Day

Flag on Federal Hill, Baltimore

Independence Day is one of my favorite holidays. I usually spend some time reflecting on the Declaration of Independence and I occasionally read it. I find it to be as relevant now as it was in 1776 when it was read across the colonies and to the troops who would ultimately fight for that independence. It remains a statement of who we aspire to be: a people seeking life, liberty and the pursuit of happiness, a place where all are equal and a government deriving her power from the consent of the people.

 

While our nation may not be perfect, the men who wrote, debated and ultimately signed that document also were not perfect. They had intelligence, but they also had ego. They had conviction, but also had fear. They had much to lose but recognized they had much to gain. They also did not fully have the mandate of the people their signatures affected most.

 

I recently finished an excellent two novel set by Jeff Shaara: Rise to Rebellion and The Glorious Cause. These two novels are about the days leading up to the first and second continental congress, documents the writing of the Declaration of Independence and continues through the Revolutionary War and the British surrender at Yorktown. Mr. Shaara refers to them as novels as he researched original documents about the individuals involved in the events including personal correspondence. However, the dialogue and some situations are not original so these books, while historically accurate, are technically novels.

 

These stories are told through the lenses of several players in the action: Ben Franklin, John Adams, Sam Adams, George Washington, Charles Cornwallis and others. I was struct by a number of things while reading these books, but most related to this blog was the leadership styles of these men. Sam Adams was the fiery leader of the Sons of Liberty while his cousin, John, wanted simply to practice law and farm the land with his family. John didn’t initially understand his cousin’s passion but quickly became incensed at how the British were manipulating and ultimately removing the laws that John had studied and made his career protecting. Though never a fire-brand, John’s quiet intellect was much needed in Philadelphia and beyond.

 

Ben Franklin was the well-known and well-respected grandfatherly gentleman sent to England in what ultimately became an untenable position as Postmaster to the colonies and representative to parliament for several colonies. After time back in America, he ultimately went to Paris to help broker the deal that forged the much needed alliance with France. He had a bit of a temper but was also very hard on himself when he made a mistake. He held such strong convictions about the will of the governed and independence of the colonies that he became estranged from his son who was appointed by the King as colonial Governor of New Jersey.

 

Neither Washington nor Cornwallis wanted fame or fortune. They both simply wanted to do their job, win the war quickly and then return to their homes. Obviously, one succeeded and one did not but they both had difficult jobs due to actions of others. Even as Washington prevailed in the war, he was not able to fulfill his personal wish and return to his beloved Mount Vernon as another calling in these United States beckoned him.

 

Each of these men, and many, many others, had intelligence, ego, conviction and fear. Each great leader has those same qualities. How we use these traits, and many others, defines each of us and determines the level of greatest we achieve as leaders. There are times when one of these traits needs to outweigh others. In my business, there are times when fear needs to take precedent to ensure risk is appropriately dealt with. There are times when ego needs to prevail to ensure our designs and clients are appropriately represented. There are times when intelligence needs to elevate so mistakes are not made in inopportune moments. There are times when conviction needs to reign to protect the health, safety and welfare of the public.

As you spend some time on Independence Day enjoying a day off, hopefully some good weather and time with friends and family, take some time to reflect on those who created our country and earned our independence. Think about the great, though flawed, leaders they were and apply some of these thoughts as you return to your leadership at work, at church or in a professional organization. 

It's Been A While

 

View from AT north of Weverton Cliffs, MD

I started this blog many years ago to help me prepare for taking the office of President of the Baltimore Chapter of CSI. In the years since, I have served CSI at the chapter, region and national levels, including two years as national Board Chair, served on our parish council, including two years as chair, served on our boy scout troop committee, including several years as chair, have been elevated to Fellow in CSI and to principal in our firm. Let's just say leadership is not accidental, but more on that in another time. 

Across the last nearly 20 years, my blogging was rarely consistent, though I do enjoy it. When I was elected Board Chair-elect for CSI's FY 2019, I made a conscious effort to not blog much for the next four years. I was privy to much more private information and worried it might slip out into my work. I also worried that revealing aspects of my work in our firm, might raise eyebrows or cause concern as well. I am now no longer on CSI's board and can work to not raise eyebrows in our firm. I'm ready to get back to blogging!

The other trouble with my blogging, is I'm never quite happy with a post. I write it, edit it, edit it more, forget about it and six months go by without me posting it. Sometime this week, you will read a post that was just that way. I left CSI board service July 1, 2023. It was bittersweet, so I blogged about it. I worked on the post across the summer and now, nearly one year later, I haven't posted it. I also have several other drafts from across the last few years that I will repackage and post in the coming weeks. I'm also working on something new to post. 

I appreciate all who read and please feel free to comment. I'm hoping to post something every week or so, so please keep reading!

Thanks,

Marv

Why I Design

This has been an incredibly difficult week for many Americans. I live in a comfortable, safe suburb of Baltimore. I can leave my home to walk my dog, go for a jog and I don't worry about my safety. I wave and say hello to my neighbors and they reciprocate. My sons leave the house with a wave and I never concern myself with where they are going because we feel safe. Not all our neighbors feel that way. Many of our neighbors of color worry about their sons and daughters encountering racism and injustice at the hands of other neighbors and the hands of police. I cannot fathom the worry and pain that this causes. This week, I have spent many hours contemplating these things along with contemplating my white privilege. 

I am an architect. I am also a principal of a firm of 85 professionals, of which about 75 are design professionals. We offer design services in architecture, interior architecture, landscape architecture, urban design, master planning and environmental graphics. Our architectural practice touches many different sectors including K-12 education, higher education, commercial office, student housing and multi-family housing. Our staff is not as diverse as I would like, but its getting more diverse each year. 

We were recently contacted by a company that manages the foundations of professional athletes. A well-known, former Baltimore Raven is interested in renovating community centers in our inner city neighborhoods. After showing our portfolio of community centers, we were hired on the spot.These centers will give our youth in these impoverished neighborhoods access to tutoring, access to counseling, access to athletics and an opportunity to improve themselves. Basically, these centers will give our youth a place to go after school where they are safe, nourished, cherished and welcomed. We are now considering how much pro bono work to do to assist the foundation. I’m in favor of 100% of our work being pro bono. However, given the state of our economy and the number of our projects that have gone on hold, that is a hard sell. I know the parents in these neighborhoods are working multiple jobs with long hours and everything we can do to help them will repay our City 10 fold, but we are a business that needs revenue coming in the door.

I support such endeavors for two reasons. First, Les and Mary Ellen Kemp raised me to be a kind, caring and compassionate people person. My mother pointed out to me today that my maternal grandfather, who died before I was born and who is my namesake, was the same. There are many stories about things he did for others, never thinking of the cost. Second, I was trained in architecture school that we can solve society’s problems through our designs. We can create more humane spaces that enhance the lives of all the users of our buildings. 

I had the opportunity to hear Robert AM Stern lecture a number of years ago. He pointed out that if we continue to design our primary and secondary schools and universities with concrete block, VCT and other hard materials, we are treating our students like animals and they will act as such. If we use softer, more humane materials, our students will reciprocate and treat the buildings with respect. That has always stuck with me and I bring that notion to my work. Nido Qubein, President of High Point University shares a similar view. He renovates his buildings every 5 years so that they are new and well maintained. He builds buildings on his campus that resemble Class A office buildings so that their graduates are used to walking into large sweeping, marble floored lobbies and are not intimidated walking into those environments for job interviews.

But across my career, I’ve had a struggle internally. Yes, we can design beautiful, functional and articulate spaces that enhance the lives of all the users of our buildings. We cannot solve societal issues like domestic violence, disenfranchisement of communities of color, racism, and many others. In some instances, homeless shelters and low-income housing are two, we can affect immediate change but generally, we simply create environments that support the work of the users of these buildings. 

The educational and laboratory buildings I work on are why I design. I don’t expect all members of our community to understand this. I don’t expect all of members our community to have these motivations. In Start With Why, Simon Sinek ponders how great our society could be if all workers understood and agreed with the “why” of the companies they work for. We have had this debate in our own office. About 30% of our work is market-rate, multi-family housing. How does that work contribute positively to our larger society? I can argue both sides. It does create livable, walkable communities in urban environments where not every one has to drive everywhere for everything they need. But, it also contributes to the wealth gap as many of these small apartment’s rent is larger than my mortgage in the suburbs. What should we do?

I have spent 25 years building a career in higher education and laboratory planning and design. Early in my career, I fell in love with working in that environment as I find faculty and administrators to be incredibly kind and passionate people who care deeply for their students and the success of those students. I love working with them, listening to their ideas and helping realize their needs. As I matured as an architect I began to realize that what I loved most about designing educational and laboratory spaces was the promise of what those spaces can bring to others. 

Our firm is an industry leader in the design of student housing which is providing high quality, clean and well appointed spaces for our next generation of leaders to live in while they learn and mature. I recently finished a highly specialized lab that is doing experimental work on blood cancers. These personalized medicine centers are making great progress in tailoring individual therapies to the exact patient. We have designed three accelerator spaces which are locations were start ups rent laboratory space to develop their products and therapies. Another recently finished building will provide workforce development to the African-American community in Winston-Salem, NC. The graduates of these programs can gain good, high paying jobs in the Piedmont Triad Research Park in Winston-Salem or any of the other research parks across the country. 

This is Why I Design. And this is what the AEC community should stand for. 

Don't Isolate Yourself, Nurture Your Network!

Vinca Minor ground cover in my yard

I had the good fortune to participate in a Zoom meeting hosted by the Central VA Chapter of CSI on Thursday evening that was focused towards young professionals. I am not a young professional but I'm one of the presenters for the May meeting and Thursday was the first of the series, so I wanted to see how it goes. It was an amazing experience with over 30 participants from across Central VA, NYC, Chicago and other areas of the country. 

One thing that came up several times was trying to connect about job opportunities. One participant was interested in moving away from his current permit expediting business and get back into the design professions. One was a student about to graduate and was looking for work in a development and design-build company. Another was doing contract design work and looking for more opportunities. This left me thinking of my own network and its strength in the time of isolation. 

Then, on Friday, I had two separate colleagues call me. One was interested in discussing a business opportunity and the other just wanted to check in and bounce some thoughts from his business off of me. It was great to catch up with both and in addition to the original point of the call, we also discussed our health, coping mechanisms and how the AEC community and economy is doing in our areas. Chatting with those two friends has caused me to realize that I need to catch up with more friends and colleagues to make sure I maintain and even strengthen my personal network. 

Since Thursday night, two of the folks on that Zoom have reached out to me, not directly looking for work, but to learn more about me and our firm and gain some insights on how to pursue their career goals. One of those, the student interested in development and design-build, I referred to a former colleague who now works for an architecture firm that is also doing some development work. It was nice to receive an email from the former colleague after the referral. He thanked me and then was just checking in on me and my family. 

Business is primarily about relationships, especially in the design professions. We sell our expertise and our time but our design and construction phases are highly collaborative and we work very closely with our clients, consultants and building partners. I can tell you from experience that when a team doesn't gel or when one or more players are not collaborative or are not trustworthy, design and construction can be a painful experience. I don't go to work each day for that level of pain. I want to work with clients, consultants and building partners that work collaboratively as I do, protecting each other, sharing the risks and sharing the rewards. 

Pink Dogwood in my neighborhood

Starting tomorrow, I intend to reach out to one person in my network each day. Someone that I haven't spoken with in a while. I plan to just say hello, hope you are well and that I'm missing our interactions. It might lead to something, it might lead to nothing more than a simple exchange that reminds us we are all in this together, feeling the same things, sharing the same troubles and working to come out stronger on the other side. 

Leading in Crisis

Sidewalk in Towson, MD

There are probably 6,000 books about leading in a crisis or leading in challenging times or leading during times of change. I think I have several myself, unread, on my book shelf. During the Great Recession of 2008-2009, I was a Senior Associate with our firm. I wasn't at the table making the tough decisions. I was watching those decisions play out and helping staff cope with them while my wife and I coped with them ourselves. I came away from that crisis with a tremendous level of trust in the folks who were making those decisions and respect for they process they went through to make those decisions. That trust and respect continues to this day. 

Now, during this Coronavirus Pandemic, I'm one of the Principals who, along with the Sr Principals, may be faced with making those tough decisions. Not something I relish doing, but it comes with the job and I did ask for this job. So, what have I been doing to prepare myself? Working as hard as I possibly can to prevent us having to make those tough decisions: reviewing A/R daily, contacting clients about paying us, contacting clients about new work, pursuing the RFP's that are out there with laser focus and trying to keep our team focused on producing work of high quality and doing it as efficiently as possible. I trust the other leaders in our firms, including our Associates and Sr Associates are doing the same. 

I think the firms and organizations that come out of this pandemic with strength will share one common trait: leadership. This is a rhetorical question because I really don't want this to turn into a political discussion but how do you feel about your local elected leaders? I bet your level of concern and knowledge about this pandemic and the level of trust in what is happening is related to how you feel about your local elected leaders. The same is true for companies and organizations. 

Camp Grimes, NC

Those who follow this blog know that I am active in my son's boy scout troop. This is a challenging time to be involved in scouting. The issues with our national organization have  put a strain on local councils, though many of them remain solvent, strong and active. Now all of a sudden, we cannot meet face to face or go hiking or camping. Our troop committee, which I chair, made the tough decision this week to not travel out of state for our week long summer camp but instead plan something ourselves with our scouts that we can execute locally and safely. 

The units that survive, I believe, will have strong and creative leadership. My own troop took a wait and see approach for the first few weeks our schools were closed. We then put a Zoom meeting together that was attended by every single scout in our troop. It was fun and silly and not much was accomplished but we saw each other and heard what was going on in each scout's life. We took the next week off for Easter, but this past weekend we did a camp out in each scout's back yard. My son collected firewood for our fire pit. I set up my tent and we had a fun Zoom with the scouts and then slept in my own back yard! We had another Zoom the next morning to see what everyone was cooking. My son made an excellent sausage and peppers omelet and we both ate outside. 

It was a fun overnight. I couldn't remember the last time I camped. It was probably September or October 2019. I miss it and this weekend was a great time for me and hopefully for my son and all our scouts. 

I have also been watching some of our local small businesses and what they are doing to survive. Our favorite Italian restaurant is struggling in a take-out only world. The son of the founder runs the kitchen and the times we've ordered take out, he and one other person are there. He has scant orders each night. Part of the appeal to the restaurant for us is the people. The wait staff is stellar and the food excellent, when you dine in. The food is not as good for take out. If as many loyal customers as possible don't support them now, they will close for good. 

On the other hand, my favorite local brewery seems to be doing good carry out business. About two years ago, they moved into a large, commercial building they own and recruited like minded tenants for the rest of the building, all locally owned, with one exception. There is a craft ice cream shop, distillery, coffee roaster and rock climbing gym all adjacent to the tap room and brewing complex. There is a pizza kitchen in the tap room. Its a very cool place to visit, especially when the weather is nice and the outdoor patio is open. Now, the climbing gym is closed and the other essential companies can do carry out only. The brewer took the lead, and utilizing the e-tail already in place with the pizza kitchen, are allowing visitors to carry out the beer, liquor, pizzas, ice cream and the wares of other locally owned merchants from their website and delivering or doing curb side pick up. 

We've made it a Friday night staple the past 3-4 Fridays where I go down and pick up beer and make-your-own pizza kits. I mentioned these in my last post and my son out did himself this past Friday. You pick up outside their tap room where they set up a table on the sidewalk under the cover of their awning. There are hand sanitizer stations on both ends of the table. They painted stripes on the sidewalk 6' apart to help us maintain safe distance as we wait our turn. The past 2 trips, the staff was wearing gloves and masks. I wore a mask the past 2 trips as well. They are making it known that they are open for business and keeping their people safe at the same time. 

Camp Grimes, NC

Look around at who is leading your company and the companies you do business with. Are they protecting their employees? Are they thinking creatively to solve problems, maintain their current business and perhaps expand that business? If they are, stick with them through this, support them and be safe while doing it. Companies that protect their employees and their business interests are worth supporting. 

How you doin'?

Beaubien Camp at Philmont Scout Ranch, NM

Its been a long time since I've blogged. Some of you have told me so. Its been over two years in fact - January 2018 was my last post though I have 3 posts in draft form! I felt like I had to take a sabbatical when I was elected CSI Board Chair-elect. Before that, I barely had time to keep up with family, work and CSI and knew I wouldn't have time moving forward, so I decided to moth ball the blog. I'm no less busy now, I just have some things that I want to put out there - not about CSI, but about leadership, world view and the changing landscape of society. 

So, how are you doing? What are the major changes you've made or been forced to make? Are you still working? Though many states have deemed construction essential which allows AEC professionals to keep working, I know one manufacturer rep who was put on 1/2 time with a commiserate pay reduction. I follow an architect on twitter who is struggling to keep her staff paid and busy so they are making masks. She, like so many others including my best friend who is a dentist, are frustrated by an inability to get answers related to applications for the Payroll Protection Program and other small business loans. 

Crooked Lake, Quetico Provincial Park, Canada

I'll give some of the answers to those questions for me. I'm doing well. My notebook tells me yesterday was work from home day 22. My sons and wife are also at home in our three bedroom row home. We are all physically and mentally healthy. We are cooking a lot more which means eating healthier. I try to get out of the house to walk the neighborhood at least once per day. What started as 1 to 1-1/2 miles has turned into 2-1/2 to 3 miles at lunch lately. If you're interested, give me a follow on Instagram - I usually post a photo from my walks. I also listen to Marketplace and Make Me Smart podcasts while I walk and both are very good!

We're trying to support local businesses where we can. We knew that my favorite local brewery has a pizza kitchen in their tap room. We have discovered that our oldest son can take their make-your-own pizza kits and do some really tasty things with them. That's been a treat. We try to order take out from our favorite places when we can, though several of them have closed, we hope temporarily. 

Both our sons, sophomore in college and freshman in high school, are adjusting well to their on-line learning environments. Our freshman has to meet virtually with two classes each day and my wife has enjoyed listening in to them. Our adult daughter is still employed in the non-profit sector and living in her apartment downtown. We text, talk or FaceTime with her frequently. 

Our office instituted its business continuity plan on March 13, 2020. We provided work from home opportunities to all staff, restricted non-essential business travel, instituted liberal leave policies and other items to allow our staff to make the best decisions, work safely and maintain our business. That was a Friday, I continued to work in the office the following Monday through Wednesday but by then realized it wasn't a good idea to continue to drive downtown every day. 

I set up shop in the dining room, taking an old TV out of the basement and using it for a large monitor, which my wife thinks is excessive. She set up shop in our daughter's old bedroom so we stay apart most days while each of us attend back to back Zoom meetings. I had 4 on Thursday and 2 more on Friday. Our FiOS internet is screaming fast and we've had only a small handful of issues. We're lucky and we know it. 

Another way life has changed is I'm reaching out to my parents and some friends more. I used to try to call my folks every Sunday. Many weeks, I did not. My sister lives up the street from them and I was relying a bit too much on that. Recognizing the unfairness in that and at the same time struggling that I cannot see my own daughter as often as I'd like, I have made a conscious effort to call more. We set up Zooms with them the last several Sunday evenings and I usually call mid-week or FaceTime sometime.  

Downtown Baltimore, MD

I do miss going downtown. I've spent 20 years in three offices and two firms all along Pratt St in downtown Baltimore. Even the three years I was on-site architect for the construction of the new Dental School, University of Maryland Baltimore's campus is downtown, just north of Pratt St. For those that don't know, our office is in the old power plant - its the red brick building in the foreground of the photo above. The 4 smoke stacks you see travel up through our office. 

As design professionals, we work closely with each other, collaboratively designing and detailing buildings for our clients. Our teams are communicating more regularly now, but its remotely - email, phone and Zoom. I miss the energy, intelligence and talent of our staff. I miss hearing about their trips out of town, their children and what else they are doing around the coffee pot in the morning or walking out to the garage with them in the evenings. 

I'm getting pretty good editing and marking up drawings in BlueBeam, but I miss being able to do a large hand drawing, have it scanned and emailed out. Most of the lab planning I do is initially drawn by hand. I did a large hand drawing for a client, shot a pic with my phone and emailed the pic to the client. It worked okay, but not the same. I could really use a scanner larger than the 8-1/2" by 11" all-in-one we have at home but it works fine so I don't see a need to upgrade to a larger model.  

We are lucky. Our workload remains strong and we have had only three projects go on hold and one delay a start. That's in a firm of 85 people. I attended a virtual pre-proposal meeting for a series of 10 enabling projects at a university client of ours. The drawing I mentioned above was for a kick-off meeting for a lab project. We are monitoring our revenue projections and cash flow. I'm doing more collections calls than I ever have. I have mostly public sector clients and you can guarantee they will pay in 30-45 days. I'm now calling to make sure invoices are received, approved and moved down the line towards payment. 

Sunset of Sarah Lake, Quetico Provincial Park, Canada

In all, 5 weeks into our isolation, quarantine, work from home, whatever you call it, my family is healthy and doing well. How about you? Feel free to comment on the blog or hit me up on Twitter. My handle is @mpkemp

Repost: Serving Others

The past 2 weeks at church, I've been thinking of my friend Mark. This was primarily brought on by my own reflections in January and by the music selected for the Mass. Steve Angrisano played at Mark's funeral and they were friends. We've closed Mass the past 2 weeks with "Make A Difference" by Mr. Angrisano, so my thoughts usually go to Mark. 

I want to repost this blog because Mark is still a part of my life and his lessons to me still resonate. Mark's widow, Carol, was at Mass tonight and it is always great to see her. We've also reconnected this week with our former youth minister. We shouldn't let these folks out of life but connect with them more regularly!

Happy New Year!

I've been off work for a few days and its been nice. I monitored email and took care of some minor items, but mostly I've spent some time with family, tried to be helpful around the house as my wife has been under the weather and generally just enjoyed some down time. Tomorrow, work calls again, so I'll spend part of today getting ready: mentally and physically!

I've also spent part of the morning (I'm writing this at 10:30A) reflecting on 2017 and looking forward to 2018. I've reached some notions of what I need to do in 2018 both professionally and personally. Generally, there's a small handful of things that I want to do that I believe will make a huge difference for me in 2018. I won't bore you with those here because they're really about me and not anything else.

Today, I also plan to exercise some and do some work around the house. Its too cold to do anything outside, but I also don't want to veg watching bowl games all day. We have a busy week this week and really for the coming several weeks, so we've got to get ready!

I encourage each of you to do the same today. Its the start of a new year so embrace that and work to make 2018 your best year yet!

Collaboration Fail

This is the fourth in a series that I'm calling "The Lost Blogs" - I discovered recently that I have 5 draft blogs that have never been posted. I also have a 4-part series in the works on leadership. I decided that I'd wrap up these posts and post them before the New Year. Then, in January, I'll post the 4-part series at one per week. 

For the past several years, I've been blogging and giving presentations on collaboration in construction. It has been my experience that when the owner, contractor and architect can all work together, the projects go much more smoothly and the end results are better. When either of these three parties is uncooperative or even combative, the results are less than desirable for all parties involved. I have case studies of several projects to help justify these statements. 

However, I fear that my personal feelings about the great benefits of collaboration have clouded my judgment. I've recently been involved in two projects where either one or two of the three primary players was not interested in creating a collaborative environment with the project team. I tried to force the collaboration by being overly accommodating and trying to "work things out" verbally rather than following the CSI rules. I have come to realize that this caused me to lose my teeth and become less effective as an architect in the field. 

This is a difficult thing for me to admit, to accept and ultimately to change the way I function on the job site. When I was young, my father owned a light commercial and residential HVAC and electrical contracting business. One of my closest relatives is a retired architect. I've spent most of my life hearing their stories of things going right and wrong and how things should be done. I've spent much of my career trying to break down the walls of the adversarial relationships and make sure my teams work together to the benefit of the owner and project. To see not one but two of my projects be less successful because of me is difficult. Even as I write this, I'm not sure I'll actually publish it!


Accountability is the key to collaboration and in these instances, I did not do enough to hold the construction team and the owner accountable for what they said they would do. Its difficult to hold some owner's accountable, particularly in the higher education realm where I practice. The owner has to want to be held accountable for it to work. In these instances, the owner did not want to be held accountable.

However, I also did not do enough to hold the construction team accountable. In the interest of team work and camaraderie, I let things slide. Both projects were schedule challenged and I let the construction team do some things in the interest of meeting the schedule rather than holding strictly to the contract documents. In both instances, the owner became upset with both me and the construction team. Fortunately, in both instances, I was able to change my working manner, make the owner happy and get the job back on track. However, it was at the detriment of my relationship with the construction team. 


I realized two things. The first is that we don't all have to be friends. We have to respect each other, conduct our business in a professional manner and be accountable to each other. But if we walk away from the project and don't like each other, that's okay as long as the job finished in a timely manner, with good quality and limited, if any, cost overruns. 


The second thing that I realized is something that was said in a partnering session I was involved in several years ago: collaboration has to be top down and it has to involve everyone - owner, constructor and architect. If any of those three parties are not interested in true collaboration, it will fail. In both instances I reference above, the construction team and owner were not truly interested in the same level of collaboration as me. Or at least they didn't understand collaboration the same way that I do. Regardless, I had to change my way of operating to make the job the most successful that it could be. 

The Next Frontier in Construction

This is the third in a series that I'm calling "The Lost Blogs" - I discovered recently that I have 5 draft blogs that have never been posted. I also have a 4-part series in the works on leadership. I decided that I'd wrap up these posts and post them before the New Year. Then, in January, I'll post the 4-part series at one per week. 

Anyone who knows me well knows a couple of things about me: I love practicing architecture, I have a deep commitment to making our industry better and I feel that only through collaboration and inclusion can we make our industry better.

I live in a suburb of Baltimore, MD but our office is downtown on Pratt Street in the Inner Harbor area. I drive through neighborhoods of poverty and blight on my commute to and from work most days. I have no experiences in my life to compare with what these neighbors go through every day. I watch and read the news daily and it seems that we are failing much of our inner city. And not just Baltimore but most cities in the U.S. My parents live outside of Dallas and we talk about the same issues facing the folks who live in the impoverished areas of that city.

I see it on our job sites and I discuss with others in the industry: we cannot get enough people to come into construction as skilled or unskilled workers. I don't know what the reasons are, but there seem to be some barriers to entry.

I also see something else: a gender gap. Our office has 92 people and 38 are women. There clearly is no shortage of women interested in studying architecture, landscape architecture and urban planning. When I was studying architecture in the late 1980's, we still had professors who felt that women did not belong in our professor and actively attempted to fail them. We've come a long way, but more work is needed in design professions, especially ensuring both genders have leadership opportunities.

But, when was the last time you saw a women working on a construction site? I occasionally run across a plumber or electrician who is female, but they are so few and far between it seems incredible. That's not to mention the harassment, chauvinism and pay inequity that these women experience when they actually start working. I see the graffiti on our job sites, so I can only imagine what women see, hear and feel if they step on those sites.

I think we need to start a dialogue on these issues and I know some already are having conversations. We also need to remove as many barriers to entry into construction as we can. Part of that effort is taking place in the Lehigh Valley of Pennsylvania with a program started by the Greater Lehigh Valley Chapter of CSI called "Let's Build Camp." This is a program for high school age girls in the Greater Lehigh Valley to attend a free camp to learn about the building trades. Check out GLV CSI's web-site for information on the camp.

It's inaugural year was earlier this summer and was a huge success. There are other CSI chapters considering starting a similar program to help break down some of those barriers to entry into the construction industry. What else can we do?

Coaching or Mentoring? Why Not Both?

This is the second in a series that I'm calling "The Lost Blogs" - I discovered recently that I have 5 draft blogs that have never been posted. I also have a 4-part series in the works on leadership. I decided that I'd wrap up these posts and post them before the New Year. Then, in January, I'll post the 4-part series at one per week. 

Long time friends and readers know that mentoring the next generation of professionals is very important to me. In recent presentations I've given on mentoring, I've drawn a strong distinction between the mentor and the coach. In short, the coach helps you do your current job better and the mentor helps prepare you for your next job.

While out for a run the other day, I listened to NPR's "Marketplace" podcast. The specific podcast was for Thursday, February 25, 2016 and can be found at www.marketplace.org/popoutplayer. In one piece for this episode, several people involved in corporate coaching were interviewed: both coaches and the professionals utilizing their services. It is a growing trend for busy professionals, usually upper management or sole proprietors, to spend some time each week with a coach to help them organize themselves, tackle important issues in the appropriate order and generally do their jobs better. 

For the past few years, I have co-led one of our four architecture studios in our firm. That means working with the project managers and anywhere from 10 to 14 architectural staff to ensure projects are staffed, deadlines are met, and our employees have what they need to be successful. As our firm goes through a leadership transition, we are asking junior leaders to step into new roles within the office. A group of us were promoted to principal and are working on strategic initiatives and need others to step in to day to day management roles. In that vein, a group of our associates, senior associates and principals met recently to review an initiative that will be presented to the senior principals. The idea was that a small group of associates had created this initiative and they were looking for buy in from the principals before presenting it to the senior principals. While listening to the podcast yesterday, I realized that what the associates really needed was coaching in what and how to present that information to the senior principals. 

For a number of years, our firm has had a formal mentoring program. We pair volunteer mentees and volunteer mentors for a year of goal-setting, reflection and growth. It has been highly successful and we enjoy broad involvement through most portions of the firm. I'm wondering now if there is benefit to a formal coaching program. Historically, coaching has only existed between project manager or project architect and the younger staff or through our QA/QC processes. As we ask junior leaders to take on larger leadership roles, perhaps there should be some coaching, even if it is just one hour per week or less, but a formal time when junior and more senior leaders can meet to discuss expectations, goals and priorities to make the transition these junior leaders are going through smoother and more meaningful.

In the coming months, we are going to be relooking at our studio groups both from a staffing standpoint but also a leadership standpoint. There are some of us promoted to principal who should probably step out of the studio leader role to allow others to fill it. Many of us were thrown into leadership without any training, coaching or mentoring. We want the next group to be successful, so I am looking for ways to make that happen and set up the next generation to succeed. 

One way to help might be a meeting prior to our weekly studio leaders meeting to review agenda and discussion points along with a follow up after the leaders meeting to review what we learned. I've been trying to do that with the associate that I co-lead our team with. Sometimes deadlines, out of office meetings and other things get in the way, but generally we can meet to review our studio personnel and their needs. From time to time, that meeting does expand into a discussion of broader ideas about leadership. We have not been as good about the follow up meeting on what we learned, though sometimes a brief discussion does ensue at the coffee pot following the 9:00 AM studio leaders meeting. 

The important notion I want you to take away from reading this is that we all need help. We all need coaching and mentoring, no matter how old we are or how long we've been in our chosen professions.  I see young people in construction thrown into the fray by their companies without appropriate coaching or mentoring. They struggle because they didn't learn the nuisances of our industry in college. I used to get upset when I had to help train young project engineers on our construction sites. I now realize that if I don't train them, the companies they work for may not so they don't get the training they need. 

Strategies for Successful Collaboration

This is the first in a series that I'm calling "The Lost Blogs" - I discovered today that I have 5 draft blogs that have never been posted. I also have a 4-part series in the works on leadership. I decided that I'd wrap up these posts and post them before the New Year. Then, in January, I'll post the 4-part series at one per week. 

At CONSTRUCT 2014 in Baltimore, I gave a presentation called "Building A Highly Collaborative Team." At CONSTRUCT 2017 in Providence, I gave a similar presentation called "Symbiosis: The Importance of Collaboration between the Owner, Architect and Contractor." Both presentations were based on my experiences in construction over the past 20 years and focused on three projects from the past 15 years. In those presentations, I offered 7 strategies for increasing collaboration on construction projects as examples of real world ideas to help the attendees in their jobs. While space won't allow me to give all the background to the stories like I did in the presentations, I think these are still good strategies for anyone involved in team projects, whether in construction or not.

 

Strategy 1 - It's Sometimes Okay to Work Around Obstinate Team Members

We've all seen them: the one team member who is obstinate or obstructionist and unwilling to compromise. The person who will say the sky is red when the rest of the team says its blue. That's okay. Some people welcome negativity and thrive in that environment. It does not have to bring the whole team down. Work around that person by improving communication with the rest of the team and doing your best to avoid unprofessional situations. As the team gels and everyone does their job and holds each other accountable, the obstinate member will be revealed for the obstructionist which will make the team's success shine more brightly.

Strategy 2 - Communicate More, Email Less

Nearly everyone in our society carries a smartphone in their pocket. The operative part of that title is "phone." Yes, it is a powerful computer that can facilitate messaging in multiple formats - text, email and social media - but it is a phone. All of those other message formats are one-directional: the sender messages someone who can choose to reply or not. Telephones are truly two-way communication, so use it and embrace it. Face to face, two-way communication will always be superior to one-directional email or texting. However, we can't always answer our phones. When you receive someone's outgoing voicemail message, leave a message. Don't rely on them to look at their phone and see that you called in the caller ID. And when you receive a voicemail, return the call. It sounds simple, but many of us simply don't do it. We say we're too busy or we'll get to it tomorrow. Have some common courtesy to return the call, even if it is to say, "can we talk more tomorrow? Your communication with the team members will increase exponentially.

Strategy 3 - Recognize the Situation

Whether good or bad, recognize the situation that you are in. If you're put in a tough situation, recognize it and work to make it better. Try to make other's jobs easier by doing your job better. If you do that, you will appreciated as a go-to person and a team player. Your job will then be easier. Also know that all projects and teams have a culture that is cultivated in the early days of the collaboration. Sometimes it's a good culture and sometimes it's a bad culture, but recognize what it is. If warranted, buck the culture in an effort to make things better.

Strategy 4 - Top Down Collaboration

Behaviors start at the top of teams: with the highest managers and executives. If the top leaders buy in to what needs to be done, the rank and file employees will fall in line. It is imperative that leaders exhibit and practice good collaborative behaviors in order for the team to be successful. Show up early for meetings and be prepared. Listen first and then speak. Have respect for the other team members, their needs and their goals. Seek consensus. If our leaders do all of these things, our teams will function more collaboratively and be more successful. 

Strategy 5 - Tension Breeds Tentativeness

Bad news is right around the corner. Sometimes you can see it coming and sometimes you cannot. It is almost better when you don't see it coming because many of us become tentative when we see it coming. Tentativeness can lead to the unhealthily form of tension on our project teams. Be willing to embrace the bad news because being tentative will not make the bad news go away. Embrace it, work to fix it and then the whole team can move on. Be a part of the solution and you'll feel better about the news because you worked to solve the problems.

Strategy 6 - Take Care of Your Business Because No One Else Will

In many project teams, perception is reality, however unfair that might be. If you or your firm presents an image of low confidence, low performance or timidity, the rest of the team may move past you. That's a corollary to Strategy 1. Be confident, be believable and be right and things will go more smoothly for you. Being right does not mean always having the answer or knowing everything there is to know. Sometimes the right move for you and for the team and project is to take time, research, analyze and discuss before acting. That is the definition of "taking care of your business."

Strategy 7 - Don't Be Afraid to Communicate and Hold Others Accountable

I saw a presentation once that said projects fail for 1 of 3 Reasons:

1.       Technology Failures

2.       Individual Failures

3.       Stakeholder Failures

It was noted that two of those three reasons are PEOPLE. We need to communicate with each other in order to be successful. But as I noted above, communication must be two-ways, not one-directional. Use the telephone to communicate and then follow up with email if a "written" record is needed. That communication should also include the follow up of doing what you say you'll do and when you say you'll do it. That is accountability. Don't be afraid to hold your team members accountable. If a deadline is set and not met, ask why. Not in a negative way, but in an open and honest way: if there's something that you could have done to help the deadline be met, you want to know what that is.

These are simple ideas but ones that are not always easy to practice. It takes work to be able to do all of these every day. I welcome all comments on this list. It is not inclusive, but is a list of things that we should all do in our day-to-day lives, whether work or personal, to make things better.