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