Architects are many things – builders, artists, therapists – but, a developer? Yes, there is a trend for architects to develop and construct their own projects (the motivation for this is another blog topic). There seems to be a line in the sand between developers and architects. Here’s the stereotype: Developers view architects as a necessary evil in the project, another line item cost, someone who wants to “make a statement;” architects view developers as the necessary evil to gaining a commission, they have the money, someone unappreciative of our art.

Economics is what makes my job possible. If a project doesn’t provide a profit to the developer, it won’t happen. So what is the architect’s role? We are given a kit of parts to work from – steel, brick, concrete, wood – and we mold and transform and arrange the materials to create a functional, visually pleasing building. Architects take pride in utilizing materials in an innovative way. But, what of the financial aspects? Are we to merely design to meet budget?

Your client’s bottom line goal is to make money for the investor. Sure, everyone likes a good looking building, but projects aren’t built for the sake of building art (that’s called sculpture). They’re built to make someone money, directly or indirectly. As an architect, I believe that a major part of our role is to maximize the return on investment. Our expertise, our ability to visualize, our innovation, these can all be used to mold and transform and arrange the bottom line. Whether it be through the use of better materials, higher densities, or shorter schedules.

I believe more architects should think like a developer. They might find themselves with more work.

Frank Lloyd Wright - 1926

Yesterday, June 8th, was Frank Lloyd Wright’s birthday. Well, it would have been if he was 143 years young.  Of course, I wrote an article over at Examiner.com, but over here, its a little more personal.

I am a big fan of Wright.  Yeah, sure is a great architect and all the world adores him.  By the way, if you don’t like his work, tell me why…I’d like to hear from the dissenters.  For me though, its not just the work or the style – which is undoubtedly beautiful – I love the passion…  Wright had a passion for buildings and the art of building.  Although, he did not have a reputation for being easy to work with.

I have a passion for my chosen profession as well.  I love the business and the art of building…from concept to drawings to construction.  The part I am most passionate about is craftsmanship.  The skill required to properly detail and construct a building is often taken for granted.  Any Joe can cut wood, right?  Yes, but not every Joe can cut wood right…or lay a brick, or weld steel.  I’ll admit, I’m no master carpenter or mason.  My skills are decent and maybe with some practice, I could do better.  But, I am the architect and I respect the craftsman.

The passion for the trades and the art of building is reflected in my approach to project and client management.  The underlying foundation is the desire to have a successful project.  Of course, “successful project” can mean different things to many people…is the client happy…is the architect happy…is the contractor happy?  For me, successful means all of us are in pursuit of the best solution for the project while respecting time and budget.  We all work together and if something can be done better – a detail, schedules, specified material – we all get together, talk about it, and make decisions.

Not everyone has this approach (like Wright), and it has lead to thousands of battles on job sites around the world.  It also generates a lot of stereotypes and destroys relationships.  Bottom line, no one wins.  This is not the way to do business and be satisfied at the end of the day.  Ours is a business built on relationships, not how many conflicts we’ve won.

So, on your next project…consider the guy on the other side of the table and appreciate their perspective.  Everyone will be much better for it, including the project.

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.

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.

I read something the other day that really caught my attention. Its called the 10-20-30 Rule. Basically, it is suggesting ways to improve your clients, staff, and your product.

Right of the bat, I am most interested in the 10. These are clients that suck the life out of your day, your staff, and your inspiration. These people need to go. They keep you from the success you want and deserve. I have one or two that needs to hit the road…

For the 20 part …unfortunately (fortunately in several cases) a down turn in work load and new projects has required me to layoff 18 of 25 staff this year. While obviously a significant blow, and I lost some very good people, I think we will be much healhtier for it. The folks remaining are “go to” folks whom I trust. They will lead the charge when growth returns.

For the 30 part, without knowing this concept, I have begun to focus on changes with my team. How we do things, how we respond to issues, how we go about our business. There is work to do to make us the best group in town…but this is the group to do it with.

In short, this concept will become part of my business management toolkit.

In developing new business and clients, the same process takes place. Promises are made, but what is the follow through? The follow through is what your reputation is built on and what the client remembers.

Do it right….and the client will vote early AND often.

In the construction and development industry, there will always be conflict. There will always be a problem at some point during the project (sidebar: This is not an excuse, this does not keep me from reaching for better process and happier clients. In fact, I try to foresee what possible pitfalls and obstacles a projects face and I try to solve them ahead of time. Nevertheless, Murphy and his law book lurk around every corner.) Knowing this, conflict resolution becomes critical to the end result and how everyone feels at the end of the project. Further, I approach each conflict with the assumption that the person on the other end understands this as well. That he is willing, as I am, to discuss and work through issues with reason, experience, and professionalism. Nine out of 10 times, this is a successful approach and results in satisfied clients. Its that one….that one that, no matter what you do or say, throws reason out the window. Unfortunately, professionalism often follows.

The lesson…take the high road, but remain guarded. Maintain professionalism and be level headed. Get through it, check your facts and your ego. If you know for certain you’re right, stick to your guns. Its one guy… think of the other nine if you get down on yourself.

…back to the name calling:
complaisant kuhm-PLAY-suhnt; -zuhnt, adjective:
Exhibiting a desire to please; obliging; compliant.

The lesson…if you’re going to call people names, you should know what you’re calling them.

We should think of every action in business as a first impression. Each time you answer the phone, email or go to a meeting, think of it as a re-introduction to you and a reminder that the client made the right choice to hire you.

Loyal, steadfast clients that stick with you through anything are a dying breed, almost extinct. I have a few that are, and I consider myself fortunate to have them. Even then, I try to remind them of why they have no need to look anywhere else for architectural services.

You can’t take back a first impression, but you can continually create new ones…

Case in point:  I had dinner a few nights ago at a restaurant that automatically adds 20% gratuity to your bill – regardless of party size (we had five).  I knew this was their practice before I sat down.  I am usually a decent tipper; and when my wife is with me, I’m a better tipper.  But, tipping is based on service provided: better service, better tip.  The restaurant set an expectation and did not live up to their end of the bargain; the food was very good, the service was not.

Of course, I have the option of negotiating the gratuity amount with the manager.  I decided instead to let it go and move on with my life – it wasn’t worth 10 bucks.  I did however pass along my experience to potential customers to choose another restaurant (which cost the restaurant far more).  But, the experience reminded me of some things:

When you set an expectation, you initiate a thought pattern of how your interaction and results will be from then on.  This is the make or break moment of whether or not a client or customer will go away happy at the end.  Manage the client’s expectation and your job will simplify.

Under promise, over deliver…

The backstory: A signed contract with a $3,500.00 budget for conceptual design of a building remodel.  It’s needed in a hurry for the big ICSC meetings in Vegas.  We believe in client service and interaction, we’re spending the client’s money.  We provided sketches at every step for the client’s input, we were given the green light each time.  Finally at the end, we get chewed out because its “not what we wanted, we don’t like it”. 

The client (a real estate broker) now thinks I should eat $3,000.00 worth of work (we came in under budget).  He says he wants to recommend us in the future to other clients.  I presume so he can try to avoid paying me again.

I’ve reminded him that reputation and recommendation works the other way as well.  When you try to bowl someone over to make yourself the hero, remember that it can and will come back to you.