Small Firms Ideas Exchange

I heard on a syndicated radio show yesterday afternoon that, with the current financial upheaval, personal (consumer) charge cards are now offered new protections against raising interest rates, slashing credit lines, required time period for issuer to make notifications prior to changes in policies, etc. The interesting part is the same protections and fair credit requirements are not extended to business credit. The host suggested obtaining personal accounts for business purposes and reimbursing; plus the fees aren’t as high. 

In my small firm we’ve been doing this for years, mostly because when we “started” we couldn’t find a bank to give us the time of day. Now they are falling at our feet; personal cards worked for us in the early lean days and are continuing to function well. 

I’m wondering what other tactics are folks taking from “personal finances” and applying to how the business is run?

-Lisa Stacholy, AIA

I’m wondering why some folks/institutions are just stuck in their own world for their own reasons. More specifically, why hasn't the AIA made the commitment to accessible contract documents for the Mac. When an inquiry is made to the AIA on how to actually use the documents, the response is “buy the windows interface for your Mac, run the interface, and our program will work perfectly in there.”

Hmmmm, shouldn’t it be the other way around? If a Mac person were purchasing something, they are the “customer” and doesn’t the seller want to make more sales?  So why the exclusionary approach? Sounds like somewhere an ostrich has its head stuck in the sand; and you know what part that leaves exposed.

—Lisa Stacholy, AIA

I’ve been following up on some past blogs and comments and I’ve realized we’ve missed harping on one of my core values.  This concept of “ego,” which is probably the one thing that is most central to how my firm works with our engineers, our clients, and the contractors, is that we try very VERY hard to not let any egos get in the way of what we do.

I am fortunate in that sense. Being a woman in this profession, it’s never about the male game: “NaNaNaaNaa BooBoo, I’m taller than you are.” After all, that is rather childish. And the term “team building” is overused and becoming hallow of late.

I truly believe three things regarding ego:

• Everyone wakes up in the morning wanting to do good.
• Contractors, evil engineers, or building inspectors don’t intentionally “have it in” for a particular project.
• The full project team (owners, architects, engineers, contractors, etc) want to see the project through to a happy completion and functional use.

So, is this “team building”? Is it unique to me? Likely not. My architect colleagues/friends have called me “a connector.”  I have developed a sense of joy and love for my profession that goes beyond the chest pounding “Look what we did here. Look what we did there. Look what we will do for you.” Before you know it, you’ve we-we-weed all over yourself. Rather than saying, “Look what I did,” I find myself marveling at “Wow, how cool is that? Look at all those people having a good time.”

What does this matter? It’s based in common sense, something that is harder to find these days. What other aspects of “what’s a good way to get things done” can you share?

—Lisa Stacholy, AIA

Another great question posed by blog reader Amy A.  She has 20+ years of experience with other firms and 4+ years as a sole proprietor; I’m sure we all relate well.

She recently went to an interview on a project she really wanted to get for her firm and believed she could do well at.  By her good fortune, the referral source was also in on the interview and was able to offer some feedback: two main points:

• “Discounted” the 20+ years of experience as the work was done for someone else
• “Current firm work” is renovation/addition, no pure “new construction”

Amy’s question is “how have other architects addressed these types of client concerns?”

Over the years I have developed my own “style” of describing architectural services, the design and construction process, and how my firm can do a great job of helping the client.  Typically the “sales” part of the presentation is more a question, answer, and discussion; that when it goes well, the client “sells” him/her self on my firm.  What I really like about this approach is the old “you can bring a horse to water but you can’t make him drink” analogy. Even if I were the best sales person in the world, I like having trust on my side for starters rather than dealing with a client who develops “buyers' remorse” shortly after the contract is signed.  Life’s too short for that kind of noise.

How and or what do other architects see as the key point to address Amy’s situation?  How does your perception of “what architects do” help or hurt in the current economy and project outlooks?

- Lisa Stacholy, AIA

The blog frequently receives messages and suggestions for new topics.  Leslie L. poses an interesting question:

I’m the co-owner of a small architecture firm and scheduling/job tracking has always been a challenge. I’m curious to know what other firms use to track how much work they have, how much they can handle at a given time, and how much of a backlog of work they have. Has anyone found a good software program to help track staff and time on projects?

For my experience, small firms and small projects are too dynamic to follow short-term work resources and time allotments; we use general project production and/or construction schedules to assign major category workloads and rely on the individual project manager to maintain their schedule. The upside is empowering employees and rewarding ($) when goals are accomplished, the downside is not everyone can do it.

I just read an interesting article in Architect Online, http://www.architectmagazine.com/industry-news.asp?sectionID=1006&articleID=1011085 .

Described is the “lost generation” of architects who graduated between 1990 and 1994 (I’m in that group). The article discusses parallels between the economic downturn in that time frame and the current situation. Specifically reviewing the dwindling numbers of architects with 15-25 years of experience (hint – that’s us) working in the profession 1-3 years ago. Seems to me there is a direct correlation between the exodus prior to entering the profession in the early ‘90s and the contemporary talent/experience available.

Having “been there/done that” in the early '90s, I did what all passionate young architects would do: I found a way to be in my chosen line of work. I tacked together 2 to 3 contract positions so I could just get by. Luckily for me, it worked and there was enough pick-up work around. As time went on, I developed great alliances on which my current practice is built. No, I didn’t start out saying, “Hey, I’m gonna have my own firm.” It sort of just worked out that way; and I’m glad it did.  Happy is the pathway you allow to deviate.

If I were in the graduating class of 2009, I might see things differently; granted history gives good perspective. Although I think Syracuse School of Architecture is correctly counseling its graduates, I want to go one further:

• Pass the LEED exam
• Learn Revit inside
• Get involved in your community for your profit  

The point is, make a 1-, 5-, and 10-year plan. Each plan will be more nebulous the further in the future they reach; or if “numbers freak you out,” call it Now, Soon, and Later. Don’t just go along for the ride; take the rudder and steer your own ship.

-Lisa Stacholy, AIA