Architecture and being and Architect
From the category archives:
In business or client management, is cruise control a good idea? The initial thought of it sounds appealing - get up to a productive speed and let the autopilot take over.
What is the peril in complacency? To continue to be at the top and effective, you must constantly change pace, direction, and focus. The formula for success is ever changing.
Cruise control works great on a cross country drive….but not in business.
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The question these days is: Cut fees for more work, or cut staff and keep fees (less work)? There are two schools of thought on this…
Group one - the idealists and Fountainhead types who beleive that architects are underappreciated and disrespected. The feeling is that we must change the world to show how worthy we are of high fees and thus high pay. We are geniuses and artists and we should be worshipped as a god….otherwise, be damned.
Group two - the architects that have realized that our industry has changed and we are no longer “master builders.” We provide a professional, practical service as a lawyer or an accountant does. We draw assembly instructions for a building.
Award worthy projects and clients are extremely rare. Get used to it. Buildings serve a pupose and that purpose is either to live or work. Yes it is that simple… People need shelter, businesses need a place to operate and generate revenue (the lower the operating costs, the more profit).
Now, how do you create worth and value with your role as an architect? Client service. Anticipate the client’s needs. Understand their goals and what sacrifices they are willing to make. Be the expert that knows the pros and cons of materials and methods. Understand cost and the impact on the client’s bottom line. Speak their language and understand how they define project success. If you do these things, you become valuable and clients will pay for the value.
My philosophy as a architect can be wrapped up in these words, client service. I have been in the architecture industry for over 21 years. I don’t have dreams of being a world famous designer, nor the cheapest guy out there. I provide a good product, smart design, with an ear to what makes my client tick. I want long term clients that recoginize I can make their job easier. I can help make them look good to those they answer to. I want them to beleive…”call Dave, it’ll get taken care of.”
So, back to the question… I run a business and the business should be profitable. If I have too much staff and not enough work, I am not profitable. When supply is high and demand is low, companies and stores have sales and discounts. Why shouldn’t an architect? I raised my fees when work was plentiful… I don’t see disounts as being a bad thing. I see it as being competitive and smart. I see it as an opportunity to reach out to more clients to show them that they have found the only architect they need.
So, I will get more of the few projects out there. I will be the one hiring and growing long before my Howard Roark competition (language alert).
Please note, I will absolutely hold to these underlying principles with clients: I am a professional and expect to be treated as such - I will respect you and you should respect me. I am a human being and I expect to be given latitude when I make a mistake - you are not perfect, neither am I. I am in bussiness to generate a profit and expect to be compensated fairly - just as you do with your business. If a client does not live up to these basic principles, then they are no longer my client.
The problem is not the fees we charge…. the problem is the client we accept.
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