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