2012 Emerging Leaders Applications

AIA Dallas is now accepting applications for our 2012 Emerging Leaders class. Participants are nominated by their firm or mentor for displaying strong leadership qualities. The program's primary objective is to identify, cultivate and mentor young leaders in three areas of Leadership: the firm, the profession & our community. If you know of someone, or you yourself are interested in being a part of the 2012 Emerging Leaders class, follow the link below for applications, or contact AIA Dallas for more information.  The completed application and reference forms need to be received by AIA Dallas by Friday, December 9, 2011. There are a limited number of scholarships available for consideration. Scholarship applications and reference forms are also due Friday, December 9, 2011.

http://www.aiadallas.org/displaycommon.cfm?an=1&subarticlenbr=64

ELP 2011 Mentors & Proteges (Group Discussion)- September 16, 2011

Typically, our group meetings allow for a brief overlap from the preceding panel discussion with immediate reflection of the highs and lows of what was communicated by the guest speakers... this week was a little different.  We rolled into a conversation about the mentor-protégé relationship that eventually morphed into a larger engaging discussion regarding the role academia plays in the preparation of students for the world of the practicing Architect.                      

Each of us had a different experience in school.  Everyone missed something... or something missed them.  The consensus seems to be a need for a stronger connection between the practicing firm and the theoretical vacuum-sealed academic world.  There is an obvious, and naturally understood, lack of engagement with the foundational aspects of the institute's preparation of today's Architecture student.  One popularly identified shortcoming of Architecture school is:  solely basing one's education in the conceptual design world leaves significant holes with respect to conscious team building relationships and defining the leadership roles of the various aspects of a project team.  Do you feel like your University properly armed you with the skills to step off the stage and into the world of practicing Architecture?  If not, what concepts, skills, and aspects could your education have incorporated to better equip you?

Not specifically focused on the negative detachment between the role of the teacher and the student, the conversation eventually targeted the potential bridging ability each of us possesses.   

Your voice is the connection, and do not underestimate your power and potential to be the catalyst for change.

Are you willing to think outside the box?  Or better yet, contrary to popular belief, consciously step outside of it in a moment of questioned integrity?  Or do you subscribe to the theory of:  "the nail that sticks out it the first to get hammered down."  Perhaps it's not such a revolutionary concept to think that not only do you have a chance to go back to your University to let your voice be heard, but it is your responsibility.  There should be an expectation of your involvement.

Can you, as a former student of your respective institution, challenge the groups to come up with a solution that benefits both the academic world and the practicing firm?  That's our role as an Architect anyway, right?  To engage in a conversation to problem solve outside of the realm of self interest while remaining on course with the long term vision?  There is an opportunity to act as an agent of change, and to identify places you can contribute without exercising authority.

"Practice is an advancement of the academy." - Dr. Pete DeLisle

Rocky Owens

OMNIPLAN Architects

ELP 2011 Political-Community Activism (Panelist Discussion)- August 12th, 2011

A RECIPE FOR ACTIVISM

Ingredients:

1 – City Councilwoman

1 – Citizen Architect

1 – Community Activist

Endless – Community Issues

Directions:

Place ingredients into a container and shake intensely, but beware of mild explosions or total combustion.

Origins:

One would expect that when you place a politician, architect and community activist in the same room that a heated discussion would ensue followed by a shoot-out in the parking lot.  The results however for this session on Political and Community Activism yielded insight into the passion and drive for leaders to become engaged within their communities.

The Politician – Councilwoman Angela Hunt is the youngest woman ever to serve on the Dallas City Council.   Upon settling in the M Streets area of Dallas, Councilwoman Hunt noticed an immediate need in her community.  The quaint homes that attracted her family to the area were being torn down one by one and being replaced with Mc Mansions.   To preserve the architectural integrity of the community she set into action a plan to engage her neighbors and maintain the beauty of the historical streets.   Their collective efforts resulted in the creation of Dallas’ Neighborhood Stabilization Overlay, a zoning tool that gives residents in established areas greater input into the size of new homes constructed in their neighborhoods.

 Councilwoman Hunt realized very early on that effective change originates from the inside core and engagement of the shareholders is critical in moving any project forward.  She however stressed that leaders must acknowledge when they make a mistake, learn from it and move forward.  Passion for her community stems from her personal desires.  Councilwoman Hunt has served on the Council since 2005.  She is passionate about the Trinity River Project and has been an integral member of the Dallas Arts District Strategic Planning Council.

The Citizen Architect – Brent Brown, AIA LEED AP is an architect that wears many hats.  Not only does he serve as Founding Director of the Dallas based community design center, buildingcommunity WORKSHOP, but also director of the Dallas CityDesign Studio.   Both organizations actively engage the communities they are working in.  At the onset of any project the Workshop and Studio have to work towards gaining the trust of the residents of the communities they seek to serve.  Humility is a key characteristic that a community leader must possess.  The ability to engage the people, understand the problem, and drive to get things done can yield positive results within the built environment.

There will always be disagreement.  The key to effective negotiation is to avoid “the personal” and focus on the problem.  Rebuking the myth in our minds about what can be done in our community is an integral step in transforming the community.  Big change in society and communities can be approached using the “acupuncture plan.”  In this plan focus is placed on a few small points or in the case of the built environment targeted projects that have the potential to spawn and have a huge impact.

The Community Activist – Jason Roberts is a community organizer, urban planning advocate, and communications consultant residing in the Oak Cliff region of South Dallas.  Early on Jason was one of many that sat around waiting for things to happen.  His impatience grew into frustration which set him into action to bring about positive change.

Jason brings a unique approach to kicking off community engagement projects.  When an idea is conceived he gives it a name, establishes a date no later than 90 days out and then publishes the date/ event immediately thereafter.   Oftentimes the idea is not fully flushed out upon publication, but forces Jason and his fellow advocates to move forward with the end results in mind.   His methodology has yielded and assisted in the successful renovation of the Historic Texas Theater and receipt of a $23 million dollar stimulus grant to help reintroduce a modern rail system to Dallas.  Jason believes in public space projects where people come to know each other and develop a sense of belonging.

Key to engaging the community is truly showing how passionate you are about the cause.  This will resonate to those around you.  Enthusiasm and interest through constant engagement must be maintained throughout the process.  In instances where you lack in resources learn to borrow.  However, when you borrow the cup of sugar make sure that you bring cookies back.

Derwin Broughton
Ron Hobbs Architects

DFW Feria Call for Career/Workforce Volunteers!

ELP 2011 Project Leadership (Panelist Discussion)- July 29th, 2011

Panelists:

Bernita Beikmann, AIA

Enrique Greenwell, LEED AP

Richard Lee, AIA, LEEP AP

Chris Wall

On the surface, Project Leadership could appear to be the most challenging of the roles with which an architect might be faced. As architects, we are frequently called upon to collaborate with a diverse array of other professional consultants, each with their own interests. And during the course of every project we are acting as leaders on behalf of our client, who has unique and important interests which require the employment of our entire available range of leadership and organizational skills. It sounds challenging and daunting, indeed. What a relief it was to hear our panel of four architecture and construction industry experts offer insight on how they are able to successfully manage all the hats they wear during the course of a project (and also manage to maintain their sanity.)

One of the first statements from the panel revolved around client expectations. A key role the architect plays very early in every project is the establishment of expectations for the entire team, but more importantly, the client. “Communication is the only way to accomplish this understanding,” offered Bernita Beikmann. “Get client expectations on the table ASAP,” she explained.

Not only managing, but actively inspiring a team calls for a higher level of leadership and demands openness and direct communication throughout the entire project. Richard Lee suggests frequent social events to encourage the team to get to know one another outside of the pressures of work. “Knowing each other’s interests, strengths, and weaknesses, and getting personal is the best way to create trust,” Mr. Lee encouraged. Ms. Beikmann added that this also creates a sense of pride in even the smallest roles.

Chris Wall was able to shed some light on the traditionally misunderstood relationship between contractors and architects. He indicated an ever-increasing environment of collaboration is replacing the “old school” competitive undertone that, in the past, has been in the way of openness and trust between the two professions. The room erupted in awkward laughter when the question came up, “What is a contractor’s biggest pet peeve about architects?” When he finally answered after being assured he wouldn’t be assaulted by a herd of architects, he said, “It’s just really important that you don’t blindside each other… especially in front of a client.”

When asked what advice they wish they had gotten earlier in their careers, the panelists’ responses had a lot in common. They felt it is important to get involved in problems even if they aren’t necessarily your problems in the first place. Enrique Greenwell said that a passion for the work is the path to success, but that it’s not what you’re doing as who you’re working with that is most important. Mr. Lee suggested that actively approaching senior level leaders without being intimidated was a great way to find out what makes them tick. Mr. Greenwell then added that in the midst of a project crisis, he has found that the best way to find resolution is through simple face-to-face communication. “There really is no substitute in the midst of a major meltdown,” he insisted.

And so, the thread that stitched the entire panel discussion on Project Leadership together was communication and the art of building trust in interpersonal relationships.

Nicholas McWhirter

Good Fulton & Farrell Architects 

ELP 2011 Project Leadership (Group Discussion)- July 29th, 2011

Under The Leadership Umbrella

On July 29, 2011 we learned about Product Realization, which is a model to illustrate a systemic approach to “get things done”. This explanation may seem common sense, but usually common sense is the least common of the senses. This model showed the stages of development to take an idea from conception to its full implementation and it is based in continuous process improvement. We also related this model back to previous discussions of Adapters – Bridgers – Innovators.

We can start by saying that it is a cycle, there are times assigned to each activity, and we need to be careful when doing the “hand off” from one activity to the next activity, so the process does not slow down and the idea still carries its roots and original concepts.

The first three activities to Develop a New Product involves: Ideation, Conceptualization and Visualization.  The Ideation stage is thinking before acting. It is the process of producing new ideas (Architecture is a constant new development of ideas). Then we move to Conceptualization; which is the stage of organizing those ideas in such a fashion that the ideas show connectivity. This is helped by Visualization which is implementing media to express the desired Concept.

High Innovators live constantly in Ideation & Conceptualization & Visualization. After these 3 activities, they tend to get “bored”. Therefore, speaking and going on to new ideas is critical to the success of the process in discovering how to “hand off” from Innovators to Bridgers to carry out the process.

The next two activities to perform in order to transfer to Product Introduction & Feasibility Efforts are: Articulation and Demonstration. Articulation is the moment to express the new idea to someone else that has never seen or thought about it before. Demonstration is critical. In architecture, a model or rendering to small scale demonstrates how the idea works and can get implemented. It is ideal to receive feedback from others to improve the product. This case applies when the client can see what the architect is talking about and then the level of anxiety reduces considerably.

The final phase of the Product Realization is Product Execution, which feeds well into the Adapter role. The activities in this phase are: Iteration, Optimization & Regeneration. Iteration: Is a continuous process to improve the product per the feedback received; meaning to “do it again” often enough times until you find a way to implement it effectively. This actually drives to the next step which is Optimization, this means to optimize the product to become as close as possible to what the actual final desired output will be. Finally, we start the Regeneration process; how do we apply what we have learned to what we are going to do next?

It is desired that this cycle occurs within Absorptive Capacity, which is a model of collaboration to achieve a common objective, without forcing ideas but evaluating what is good for all the members involved.  The challenge is to solve challenges in order to create positive transformation with values and behaviors shared by all parties involved.

We place all this effort Under the Leadership Umbrella, in order to create positive interventions in our society.

Dulce Torres
HKS, Inc.

Park(ing) Day

INTERNATIONAL PARK(ING) DAY COMING TO DALLAS IN SEPTEMBER
Parking spaces in the city to be temporarily reclaimed for people

Dallas, Texas, August 7, 2011 — The amount of public community space in Downtown Dallas will increase dramatically Friday, September 16, 2011 as citizens transform parking spaces into short-term "PARK" installations. More than 20 metered parking spaces along Main Street will be temporarily transformed, allowing downtown employees and residents to socialize in re-envisioned public spaces. Initiated by downtown residents Noah Jeppson and James Warton and built on the impetus of Team Better Block, the project is part of an effort to make Downtown a more lively, active and community-oriented place to live, work and play.

"It’s about reclaiming the public streets and turning them into public spaces," Noah Jeppson said.

PARK(ing) Day Dallas will promote the use of temporary green space as a form of community activism. Working with the City of Dallas and Downtown Dallas, Inc., a series of parking spaces spanning three blocks will be reserved for participants. Organizations, private companies and individuals will form teams to transform spaces into areas for relaxing, networking and various forms of entertainment. After a few hours installations will come down and the space will revert back to metered parking. Teams will be encouraged to use sustainable construction materials and partner with local charities to extend the impact beyond the event.

"We’re striving to create an entertaining event that brings together the surrounding neighborhoods while promoting collaboration between community-oriented organizations," James Warton said.

Interested groups and organizations will need to conceptualize and plan their own PARK(ing) installation. Registration information and guidelines will be available at www.parkingdaydallas.org on August 15; there is no charge for participation.

PARK(ing) Day is an internationally recognized event celebrated annually with the mission to call attention to the need for more urban open space, to generate critical debate around how public space is created and allocated, and to improve the quality of urban human habitat. Started in San Francisco in 2005, the project has blossomed into a worldwide grassroots movement: PARK(ing) Day 2010 included more than 850 "PARK" installations in more than 180 cities in 30 countries on six continents.

For more information:
 Supporters and Contributors Include: Architecture for Humanity, _bcWorkshop, The Bridge, City Design Studio, City of Dallas, Dallas Fort Worth Urban, Deep Dallas, Dirt Design Studio, Downtown Dallas, Inc., Downtown Residents Council, DSGN Associates, Plush, Ravenna’s Urban Italian Restaurant, Team Better Block

Original concept by Rebar. www.rebargroup.orgwww.parkingdaydallas.orgwww.parkingday.org

ELP 2011 Firm Leadership (Group Discussion)- July 17, 2011

Risk and Reward were the main topics of discussion in our latest leadership class with Pete following the firm leadership panel.  Defining success both within your organization and for yourself personally are key to determining which actions bring the biggest payoff as you climb (or catapult) the corporate ladder, regardless of whether or not one formally exists within your company.

Two paths to firm leadership were discussed: position & power vs. responsibility & authority.

Those who follow the position & power model do their jobs diligently and masterfully, sticking to the set path for professional growth and expecting increasingly powerful job titles along the way.   Someone with this mindset quickly identifies who holds the power within an organization and works to build relationships with those influential individuals in order to learn and progress on an accelerated path. 

Those who follow the responsibility & authority model progress professionally in a much more organic way.  Always willing to step outside the realm of their prescribed responsibilities,  someone with this mindset is eager to embark on any new learning opportunity that arises, regardless of the risk of negative repercussions that may result.  More often, their risks earn them authority and respect amongst their peers and supervisors which may or may not be formally recognized on the traditional corporate ladder.

Our individual paths to leadership are heavily influenced by the work environments and fellow leaders we’re surrounded by but also by our personal comfort levels with risk and reward.  As emerging leaders, we all possess positive and negative traits from both mindsets which each of us can now acknowledge and adapt to our own individual definitions of success.

Laurel Stone
5G Studio

ELP 2011 Firm Leadership (Panelist Discussion)- July 17, 2011

Firm Leadership.

Alas the time has come! A conversation that challenges the very existence of what it means to “emerge as a leader.” What types of qualities does it take to run a large architectural firm? What skill sets will my employees and clients demand of me? How does one establish a solid foundation to run a small independent practice? 

These were just a few of the many questions floating around the newly completed PageSoutherlandPage Conference Room last Friday as our class got an amazing opportunity to converse with four talented architects in the DFW area: David Botello of Gensler, Robert Doane of PageSoutherlandPage, Todd Howard of t. howard & associates architects, and Stephen Galbreath of RTKL.  

 

There seemed to be a common theme in articulating what some would call a “Successful Practitioner.” Even though running a business as an architect requires a business savvy component, one of the keys to maintaining a solid ground is to have fun! Really? Have fun? Is it that simple? Well, not quite. But if you don’t want to end up pulling your hair out after dealing with a challenging client who scrapped the design that you spent all night working on or a consultant that failed to coordinate a major change or even a contractor that finds the Contract Documents more as a suggestion than a rule, then you have to learn how to mix business with pleasure and enjoy what you do.  Have fun!

So what about marketing? How can my firm and I stand out to potential clients and remain competitive in the design and construction industry? The simple answer would be to befriend rich people. Don’t know many? Well you could just establish a broader network of people in a variety of other professional careers and industries and be a “people’s person.”  Mr. Galbreath suggested, “People don’t hire you just because you are a good architect. People hire you because they like you.” If you don’t have the marketing gift, consider finding someone who does, and get them to work for you. 

Once you start to establish these connections, work can start to find its way into your office. Mr. Galbreath and Mr. Botello refer to this system as “The Web” or “The Tree”. Once the framework is set, things start to build upon themselves but it takes effort and you can’t just sit and wait for the phone to ring.  As a firm leader you also need to identify the gaps in your workforce, fill them with the appropriate personnel and you are in the beginning stages of running an architectural firm.

Whether your individual goal is to move up into firm leadership at your current workplace or to start your own practice, this guide to success applies to all situations: Have a strong passion for the things you enjoy and become great at what you are good at.

Stay thirsty (for knowledge) my friends....

Ray Fambro

Raymond Harris & Associates

ELP 2011 Civic Leadership (Group Discussion)- May, 13, 2011

In May class with Dr. Pete,  we grouped into teams of three.  One played Dr. P.W. Roland, another played Dr. H.P. Jones, and last person was an observer.  Dr. Pete himself played Mr. Cardoza, a fruit exporter. Both Dr. Roland and Dr. Jones who are biologists for pharmaceutical firms are urgently seeking purchase of Ugli oranges to save lives. The oranges are only available from Mr Cardoza. How they can resolve this situation?   Some team found the solution easily and some struggled with no solutions but yelling to each other “ I need all of the oranges”.  There was simple solution which was only available when both provide honest and open information to resolve the problem together.   The team who engaged in honest dialogue soon realized that they need a different part of orange.  Dr. Roland needs rinds of orange and Dr. Jones needs Juice of orange.  It means they can buy orange together and take only what they want at half of the cost. The team who just wanted to win and secure all the oranges available without making effort to understand each other and the situation had no winners. Also, there was no team shared the reason why they needs orange with Mr. Cardonza.  Who knows he can give all of his oranges at no or lower cost?

Dr. Pete further explained with two mental models in terms of resolving conflict. Model I,  you must win no matter what it takes and control everything. Model II,  you are making open and honest dialogues and willing redirect your direction with new information.  As we leaned in this role play, only open dialogues with honest questions and answers can lead you to the right direction.

As an architects, we always have to discuss with other team members, consultants, clients and others to resolve conflicts. Are we settling with compromised solutions or truly seeking for win win solutions?

Jae Lee
Beck Architecture

ELP 2011 Civic Leadership (Panelist Discussion)- May 13,2011

For the May 2011 AIA Emerging Leaders Class, our group met at Jubilee Community Center near Fair Park.  Our previous ELP speaker, Walter Humann played a key role in founding and building the Jubilee Community Center. In addition to this project, we were able to see several of the homes on Congo Street that our classmate, Benje Feehan worked on with bcWorkshop.

In addition to the great architecture we experienced during our May meeting, we had two speakers focused on Civic Leadership: Craig Holcomb and David Whitely.  Craig Holcomb, a former Dallas City Council member and Executive Director of Friends of Fair Park spoke about the history  and hurdles faced with saving Fair Park and the development of Katy Trail. He explained that the City constantly struggles with balancing the big projects with “filling the pot holes”. When asked how one would get involved with civic leadership, he suggested first finding out what you are interested in and doing something you enjoy.

David Whitley, Associate Director of Dallas CityDesgin Studio discussed how the CityDesign Studio was formed and what they are involved in.  He spoke about the Trinity River Project and west Dallas development.  David reminded the group, that our design practice is a form of civic endeavor, because we are shaping the city.

Jacquelyn Block

Perkins & Will

ELP 2011- Fundraiser Event



“Lots of fun!!!!!”

“Had a great time!!!!”

“Event was a great Success!”

“Great atmosphere!!!”

“Great way to unwind and meet people”

“Love the food!!!”

“Meet a lot of interesting people”

“It was a very successful effort”

“BEST NIGHT OF MY LIFE!!!!!”

This is what people were saying after the first fundraiser event held by the 2011 ELP class. The Mini Golf + Happy Hour took place at Adventure Landing in North Dallas on Thursday May 12, 2011. It was a beautiful day to get together with my fellow Emerging Leaders, past and present, along with many friends, co workers, and our many sponsors.

After enjoying the great food and drinks, I met up with my friends from Smith Seckman Reid (one of our sponsors) for 18 holes of miniature golf. I’ve worked with these guys for the past two years but it was really nice to hang out with them outside of work. Afterwards, I found out that I need to work on my putting game more often. 

At 8:30 that evening it was time for the main event, the raffle drawing. There were many great prizes including Texas Ranger’s tickets, Roughrider’s tickets, a Kindle and many others, but everyone had their eye on the grand prize, the ipad 2. The lucky people who got to take these prizes home were not the only winners; the biggest winner on the night was the Mercy Street Field of Dreams Project. All the proceeds from the Mini Golf + Happy Hour went to this great charity. This wasn’t my night to get a prize but I was really happy that this event was a tremendous success.

I was proud of all the hard work that our class had done, especially the Fundraising Committee. The only thing that would have made this night better was if I would have taken the ipad home with me. Oh well, maybe next time.

Emmanuel Jaimes

FKP Architects

ELP 2011 Architecture Advocacy (Group Discussion)- April 15, 2011

  At one point in time we have all been part of a team and team building strategies were key to our past class lead by Dr. Pete DeLisle.  It was a gorgeous, sunny Friday afternoon and 20 of us gathered outside for a little game of catch.  We grouped into teams, each formed a circle and tossed around a tennis ball.   First reciting the name of the target and then letting the ball fly.  Pretty easy, right?  We thought so too, until it became a complex problem.  Beginning with a simple game of catch with one tennis ball gradually increased to four simultaneously tennis balls flying in the air with each person shouting the name of their target while simultaneously catching a ball tossed by another.  You get the picture?

This flurry of activity was designed to mimic the theoretical “balls” we are all trying to juggle, manage and accept in our daily architectural practices.  The model signified the importance of trust and communication when working as a team.  Yes, a few tennis balls may have been dropped; however, if all teammates are paying attention the problem is quickly remedied and the task moves forward successfully. 

Emily Harrold

DSGN Associates

ELP 2011 Architecture Advocacy (Panelist Discussion)- April 15, 2011

April’s meeting provided the 2011 ELP class a chance to peruse the Plush Gallery in conjunction with the office of Cunningham Architects, in prelude to a great opportunity to discuss advocacy in architecture at a State and National level. The distinguished  panel of guest included Shade L. O’Quinn, 2012 President Elect of AIA Dallas, and 2010 Vice President; and Jennifer Workman, upcoming Chair of the National Young Architects Forum and Dallas Director on the TSA board .

Ms. Workman recalled her early involvement with the AIA as an associate member, and at the time recognized a need for the young emerging professionals to have a voice on local committees and boards.  This propelled her to seek a chair on the Associates committee and begin the A.R.E. Success Team which helped mentor and license numerous architects in record time.  She also shared that an effective advocate will strive to represent the needs of the profession at the State and National levels, and continue to become immersed in various avenues to help accomplish these goals. Ms. Workman exemplifies this message by serving as a chair for the AIA Dallas Ken Roberts Competition while preparing for her term as Chair of the National YAF. Mr. O’Quinn relayed his vast years of experience with the Dallas Chapter and identified the characteristics that make it stand out as one of the best in the nation. He also described the unique opportunities and challenges in working with a variety of interest at both the local and national level.

Kirby Zengler
JHP Architecture/Urban Design