Fast Forward to What?

It is very likely that your role in the design professions and in our industry will be changing rapidly. This is because there are new competitive threats from outside the traditional A/E/C industry structures and there are new technologies to navigate … not to mention all the reasons associated with the economy.

This changing context often leaves people confused about their long-term goals. Our position at Greenway Group is that the future is and will continue to be brimming with opportunities. If you are planning new goals for next year here is what I recommend:

• Develop a coherent and positive point of view. Right, it’s not easy to do today, but it is essential that you do this now. No one outperforms his or her own aspirations. Your point of view should be expansive and should get your adrenaline rushing. This is an essential choice you must make. This is your angle on the future.
• Revise your vision for the next three years. Backcast the action steps that will be needed to achieve the vision. Think non-linearly about inventing your future. Your plan should be edgy, not last year’s formula.
• Make more friends and be more likable. Build relationships with a quality network.
• Extinguish inertia. That is to say, co-opt and neutralize the anti-change forces around you. Push away negative forces.
• Create and use a posture and a vocabulary of action and motivation. This will become your personal dynamism. Don’t worry and stew over today’s molehill problems; take advantage of this time to think in new ways. Build bridges toward new opportunities that are often just outside the boundaries you’ve been operating in.

If you want to change anything major, you have to make a choice to do some things differently. Then, you will ride the ascendancy path toward some very interesting opportunities ahead. You’ll be amazed not only by what has been accomplished but also what you’ll be looking forward to.

Leaders for Today’s Challenges

Each day I get asked about — or find myself in a discussion about — executive level leadership. Both the American Institute of Architects and the National Council of Architectural Registration Boards are looking for their next chief executives. Several of the largest firms in the country are also considering transitions in their leadership brought about by economic, demographic, and opportunity shifts in their professional practices.

These search and selection processes give us pause. The stakes are high. How should these organizations determine the best leaders?

Whatever else the leader’s role in an association or professional practice, there are 10 base essentials. When these foundational characteristics are present, the organization functions with energy and competence to serve its mission. Here is what I believe is essential.

1. Leaders act as both visionary and key day-to-day resource for overcoming difficulties. They set the tone for the can-do culture of the organization.

2. They develop and conceptualize the organization’s tactical plans to accomplish strategic ambitions. They develop and keep clarity around goals. This develops strategic optimism.

3. Communications are sincere, open, and energized. The leader is not intimidating and has the wisdom of perspective, good humor, and agility to work with a diversity of situations.

4. Leaders are able to manage demanding schedules, and their agenda is always focused on what matters most.

5. They listen and then coach every situation they find themselves in.

6. Financial matters are monitored, measured, and communicated, and these leaders tend to consistently bring in the bottom line — no matter the excuses of the day.

7. There is an ambassadorial quality about them. They are sought out to problem-solve and inspire along the way while building bridges.

8. Today’s issues are never ignored, and there is a sense that the longer-term plans can be realized through today’s actions – no matter how painful.

9. Resilience is manifested in the language of the leader who is prepared for inevitable surprises.

10. Accountability is never shirked and the leader takes final responsibility for results and outcomes. This is a stand-and-be-counted attitude that becomes contagious in the life of the organization.

Leadership is demanding. Great leaders are rare. These 10 characteristics are framed by lifestyle and attitude. Leaders are not perfect, but they have an uncanny knack for applying sensible, inspired, day-to-day actions that make all the difference.

A Time for Leadership

I recently have been rereading “Building Community:  A New Future for Architecture Education and Practice” — more commonly known as “The Boyer Report” — written by Ernest Boyer and Lee Mitgang. This project, led by the Carnegie Foundation in partnership with the AIA, AIAS, NCARB, ACSA, and NAAB, was initiated in 1987 and published in 1996. Many of the profound observations made by the report are as applicable today as they were 15 years ago. I believe that as a profession we still have a long way to go in addressing, much less meeting, the charges set forth by the authors. It is in many ways disheartening that we have failed to deal with these vital issues as a profession and yet slightly encouraging that the same issues remain at the forefront of discussions in many leading institutions and professional practices across the country.

I have been particularly struck by the last of the seven goals set forth by the authors, that of service to the nation. This motivational section takes a  profound look at the role architecture and design can have in the creation of better neighborhoods, communities, and nations. As the authors so eloquently state,

In this time of continued uncertainty for our profession and for our planet and its people I believe it is time for us to step forward into the role that Boyer and Mitgang challenge us to achieve — that of vocal and knowledgeable leaders. Now more than ever, the vision and talents of our profession are needed in our communities. Design thinking can and should be at the forefront of decisions we are making about our future. Rather than sitting on the sidelines hoping that the past returns or bemoaning the current state of affairs, we — collectively and individually — must lead. We can contribute greatly to the discussions. I firmly believe this is the opportunity our profession has been looking and waiting for. It’s time for leadership!

An Intern by Any Other Name

Last week, the American Institute of Architect’s National Associates Committee (NAC) put forth a survey and call for opinions titled “What do you want to be called in 2010?” Unfortunately, I believe that the topic itself doesn’t match the question. If we are to respond to the challenges the profession faces today and will face in the future, then we must not remain focused on the debates of the past — particularly those for which resolution and clarity have been largely reached.

The issue of intern titling is one that is not new; rather, it has been debated many times over the last decade. Past advocacy work by the NAC, the American Institute of Architecture Students, and ArchVoices, among many others, has led the National Council of Architectural Registration Boards (NCARB), the American Institute of Architects, and AIAS to take positions within their public policies supporting the use of “intern architect” or “architectural intern.” NCARB has gone so far as to include it in the Model Law, which provides recommendations to member boards about ideal language regarding regulation of the profession.

Given that these organizations — most significantly NCARB — have for several years had these policies in place, it seems as though the advocacy work within the collaterals is completed. Rather than stirring the conversation up again — which will yield the same comments as it has over the last decade — the National Associates Committee needs to take a leadership position on the issue. Since its formation in 2000, the NAC has done an excellent job bringing issues to the forefront regarding internship and licensure. It seems, however, that once the convincing is done, they move on to the next issue rather than seeing it through. Rather than opening a blog and opinion survey about what interns should be called, the NAC should be leading advocacy efforts in the 20 states where “intern architect” or “architectural intern” are not allowed. In collaboration with other work of the AIA, the NAC has the opportunity to serve as a strong voice in state governments instead of simply asking for opinions on the topic.

Similarly, the professional organizations have failed to continue the strong advocacy for concurrent taking of the Architect Registration Exam while interns are enrolled in the Intern Development Program. This is an issue the NAC along with the entire AIA, AIAS, members of NCARB, and many others spent several years lobbying for. Yet we hear very little about this issue today. If the NAC seeks to affect change on these issues, it must extend its advocacy efforts into the public and regulatory realm. At this point, there is no other option.

Ultimately, if the National Associates Committee as the body within the AIA that represents emerging professionals, is to build on its strengths of the past, it is time for a new approach. In the article addressing this issue in the latest AIArchitect, the author states, “This is up to us and our next generation to determine where to take our profession. This is you, me, and our future.” If the continued debate of this issue is any indication of where the NAC wants to take our profession, I would be sorely disappointed. Given the numerous challenges facing the profession and our communities, we no longer have time to bicker among ourselves on issues the public and our clients could care less about.

In the National Associates Committee’s 2008-2010 Strategic Plan, they unfortunately see their largest strategic priorities as diversity, integrated practice, and sustainability. While I certainly understand the importance of these issues to the profession and the Institute, and by no means is it my intent to draw focus away from them, I cannot help but wonder if these issues are the best strategic use of the NAC’s time, passion, and talents.

What does excite me is the list of “the next big things” buried at the back of the Strategic Plan (p. 25). It is within the topics on this list where I believe the NAC can have a tremendous impact on the future of our profession. The National Associates Committee of the AIA and the many engaged Associate members across the country — and across the globe — are bright, talented, and the future. The AIA should be supporting the innovation and experimentation of young leaders in solving the problems of our profession and our planet. I am convinced that the National Associates Committee can push the AIA to become more innovative and focused on the future rather than debates of the past. It is this future which will propel us forward as designers, regardless of title and discipline.