Facebook:  It can be “fun” but also a huge waste of time, such as the game Mafia Wars for one (some friends/colleagues have blocked access to the site from their place of business). I’d say this makes sense. I set up a group (Tribe Artemis Circle) to discuss women in professional occupations (e.g., architects, engineers) and the challenges that may be unique to women and how we can share ideas/thoughts to a) work better, b) have fun, and c) have a life. I’m living this topic so it blurs the line between “work” and “not work.” However, I have an architect/friend who set up the firm as a group and has a page specifically for the office; this is in addition to a very well done web site. I don’t really understand the “how” or “so what” to this application; unless you consider the interface with Twitter.

Verdict:  It's just for fun.

Twitter: Twitter has some new cross-overs to others such as Facebook, allowing someone to mobile post to both locations. More of the same I think. My friend did explain to me that he can pose questions with special markers which his followers and groups of followers can see and possibly give him a speedy response (e.g., if you’re looking for a specific kind of insulation material). This makes sense, especially when our work environments may be becoming decentralized or isolated.

Verdict:  It's useful if you work their system.

LinkedIn:  LinkedIn offers professional resources; most folks don’t post personal items, which is fairly good. My direct experience is my updates get read by my connections; I get lots of comments, some of which are offers to help—but typically when I already have a relationship with the person (e.g., allied professionals who met because our kids to go school together). I did spend some time to sign up for groups or organizations and have made great use of posing questions and getting a wide variety of responses. I especially like the ability to tailor how/when I get what kinds of newsletters and updates.  LinkedIn has been very helpful to my practice.

Verdict:  a keeper.

So, I’m wondering if I’m in left field with this analysis or if you folks are finding the same results. I can’t help but think of a quote I heard a while ago (Glenn Beck, I think) on blogging, “Never in the history of man have so many people said so much in less words to so many people who aren’t listening."  Blog on, dudes.

—Lisa Stacholy, AIA

http://info.aia.org/aiarchitect/thisweek09/1023/1023b_billing.cfm Read the article; it’s worth it.

Actually I have presented seminars at state, regional, and national conventions on the topic of “reducing liability in the sustainable firm." Inevitably the question comes up on how to get paid. I tend to be way more proactive and identify problems before they become big (I don’t take a marginal client; as I’ve said before, “I’d rather have mac & cheese dinner with my kids and be happy than work for a bad client”), so I have a fair bit of experience leading me to that decision.

So, back to the article. I have some suggestions for improvement to “the end game.” Reread the article, paying attention to “final options” section.

I have successfully used liens to secure late payment from clients in the past. The article notes that a lien should be filed after 120 days. In Georgia architects file liens under the Mechanical Lien Laws, and the deadline for filing is 90 days after the last date of service, not the invoice date, not the last conversation, etc.  After the lien is filed, the filer has 12 months (from the last date of service, not the lien filing date) to perfect the lien. After that, we use the perfected lien to get a judgment (getting the judgment satisfied is another topic).

I have had the best success when someone is 45 days past due, starting the discussion and “blaming” the shortened timeframe on the state laws. At 60 days past due (which is about 75 days after last service) I’ll send a completed (not filed) lien form; any “on the fencers” will typically jump at paying when they know it’s only a trip to city hall and recording fee to being reality. Upholding good design and standard of care is essential, being “right” on being owed the money helps, too.

Most of all, what I took away from the article (ok, go read it again now) is that all firms and practices, regardless of size, should have a methodology in place (writing it down is very important) guiding business decisions. Include a brief discussion with your E/O insurance carrier when you’re developing your methodology and turn it into a real policy for your firm.

—Lisa Stacholy, AIA

I came across a good article, http://www.di.net/articles/archive/when_youre_too_expensive/ 

which discusses perspective for understanding the comment, “Hey Architect… you’re too expensive.” It’s definitely worth a read.

After I read the article, I spent some time thinking about the proactive steps during the proposal process. For my firm, I think we have four key considerations on this topic.

• Make sure the client is serious and it is a viable project (i.e., “beer” or “Champaign” budget; both are equally valid, they just need to be reconciled
• Is this a client you’d want to work for or do you just need the fee? (be honest with yourself)
• Get a good handle on the project/client’s experience level and if you’re really the best to handle this type of job (Do you and/or your team have the right skill set; is it a good match between client and architect?)
• Can you describe how/what you’ll do during the early discussion so the “you’re too expensive” won’t be a factor (goes back to determining or reconciling what the project is and needs).

Please add your points too!  Let me know if your tact is completely different, or not.

—Lisa Stacholy, AIA

Editor's Note: We apologize for the misspelling of the word Champagne in the original post. Thank you for calling it to our attention. 

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 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

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

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.

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

I am pleased to report on the AIA Small Project Practitioners Awards, which has recently posted the award winners from its fifth-year competition. I am especially pleased that the Architectural Record has included the award winners in its online magazine, http://archrecord.construction.com/news/daily/

Featuring these types of awards (small projects only) in a prominent publication has the ability to elevate the awareness of how wonderful “small” can be.

—Lisa Stacholy, AIA

To preface the discussion, be honest with yourself regarding the quality of your design and document.  If you boogered it up and it’s not right or not clear, fix it quickly. Then do a postmortem and try not to make the same mistake again.

Quick Tips
One Hand:  The best “tip” I can offer regarding additional services I learned from an attendee in a seminar I presented at a atate AIA convention. When one of her clients asks for a service (which is not in the base contract), she will very politely ask then “Ok, we can do that and how would you like for us to bill you for that additional service?” The point here is that she makes it very plain and clear that the work requested by the owner is beyond the basic service bounds. This gives the owner the opportunity to be involved in crafting a solution. From my experience, when this type of open negotiation occurs, there is less chance the Ad-Serve won’t be paid; however, this predisposes that as architects we really know what’s in our contracts and dictates that we speak up for ourselves and not give away the farm. After all, the “Highway to hell is paved with good intentions.”  Don’t give away the farm with your kindness and willingness to serve!

The next “tip” I have is when the owner is trying to get something for nothing or a contractor is not playing nicely.

Other Hand: Try to have an open and honest discussion with the owner and his or her contractor before construction begins. The major key here is a proactive approach. If you didn’t include the “time” in your proposal, think of it as “marketing” and spend an hour setting up the project for execution success.  I’ve had success with approaching the owner with “Hey, let’s invite your contractor to a quick meeting to see if they have any additional suggestions or modifications to save you money. If we get it written down, you’ll get the full value of changes and you’ll have some documentation so that the inspection folks won’t make you change the project to match the drawings when you’re ready to move in.

Cautions
I suggest using some of the tactics from One Hand, i.e., “how shall I charge your for that?” during the friendly Other Hand discussion to be clear on professional services that are completed when the drawings are handed over and that you’re available for on-site consultations.

—Lisa Stacholy, AIA

It was an open challenge to the AIA. “Be more to the current members than you presently are.” Apparently they weren’t reading or there was a particular cranial obstruction in a sanitary line which caused limited comprehension. It seems like there may still be somewhat of a mismatch between what the AIA wants and what members want.

I’d like to thank Adam H. of Henderson, Colo., for the following insight. He received a spam/e-mail from the AIA on 4/30/09 on “Affordable Healthcare for All Americans." He expressed extreme concern over the action the AIA was encouraging for its members.

In the coming months, Congress will debate legislation that would dramatically reform our nation’s health-care system. The AIA is currently analyzing numerous proposals to assess which policies will best serve our members. Although we do not support a particular bill at this time, we believe that any successful health-care reform policy must accomplish two goals: reduce health-care costs and increase access to quality health care.

I therefore urge you to contact your federal representatives in Washington and ask them to work quickly to debate and pass health-care reform legislation.  At this point, there is not a one-size-fits-all approach that will benefit all members of the Institute equally. However, it is critical that Congress hears the voice of America’s architects and understands that health-care costs are spiraling out of control and are impeding our ability as design professionals to create healthy, safe, and sustainable buildings and communities.

Adam was moved by the e-mail and contacted the AIA, inquiring how the AIA could advocate for more governmental control on individual responsibilities?
Tell legislators to work quickly and reform (to what, something worse?)
stating that health-care costs are out of control and architects can’t design. 

As of yet, I do not believe that Adam received a response. I wonder how I missed this gem of an e-mail from the AIA; I was at the convention (on my own nickel) presenting a seminar. So I’m wondering

• did you see the 4/30/09 e-mail?
• what did you do? 
• how are your health-care costs?  Spiraling out of control? 
• does that cost keep you from creating?

What are Adam and I missing here?

I’d like to thank Denis D. from the northern side of Arkansas for the question/suggestion on this blog. He’s a sole practitioner who is stepping into QuikBooks for his accounting program. My sole advice to him was twofold:

• “keep it simple enough that you’ll actually use the chart of accounts”
• “create topics that are standard enough to be recognized or common, while being useful to track the expenses (and income) that is important to you”

I forwarded the chart of accounts which my accountant gave me years ago (along with my numerous edits, pencil additions, and deletions) along with some other “wisdom” on how I hate doing all the withholding, FUTA, SUTA, FICA, etc.  Essentially, I took the first list provided to me and edited/modified the accounts and numbering sequence to follow (sequentially, sort of) the timeline process by which we manage projects from initial contact through completion.

How else have other small firm or sole practitioners tackled this beast? I’d also be interested in your successes (or what you did that you don’t like). In a nutshell, I do my billings (accounts receivable and payable) on Mondays to get us motivated for a good week; and we do all the filing on Fridays (ha ha; Money Monday and Filing Friday).

After all, life’s too short for each of us to make all the same mistakes. Let’s learn from each other. Cheers!

—Lisa Stacholy, AIA

I read something recently that is a good reminder.  Use the journalistic inverted pyramid when crafting e-mails; your readers will thank you.

Putting the “who, what, when, where, why and how” clearly up front in your e-mail is critical for concise communication.

Remember: e-mail is just a simple tool. It should not be a treatise on your topic and put a deadline or timeline on the information you’re communicating. It will help you and your readers not clog e-mail in boxes with stuff just hanging around.

Read more:http://h30458.www3.hp.com/us/us/ent/732569.html?jumpid=em_di_480926_US_US_0_000_hpc_us_793119_across-bg&dimid=1006812714&dicid=taw_May09&mrm=1-4BVUP

—Lisa Stacholy, AIA