Life of an Architect

It happens on every project – sometimes you know exactly what it is because you had a hand in bring it into existence. Other times, you might be visiting the work of another architect, or really, you could just be going to a nice restaurant … but if you look around, you can always find that something special that seemed to get just a little more attention than the rest of the project. Andrew and I are going to dive into this idea a bit today Welcome to EP 161: Wow Moments [Note: If you are reading this via email, click here to access the on-site audio player] Andrew and I are going to be talking about wow moments in architecture. This is really about their existence and if possible, I wanted to use this conversation to like to look for some sort of pattern in my own thinking – whether or not it obviously presents itself. The reason today’s topic came into existence is that I taught a professional practice class last week and the professor asked me to discuss a pretty wide range of topics as part of that presentation. Most of the discussed topics were not really related to one another so I was challenged a little more than normal to develop a way to move from one topic to the next in a way that made sense … at least, that was the goal so I settled in on trying to make it interesting and to hold the attention of these college seniors for a 2-hour lecture. It's All in the Details jump to 5:55 I’ve always thought the front door of a house holds a lot of potential as a "wow moment." In fact, the first time I wrote about it was back in October 2010, not long after I started my website, and that article in particular was about a spec house I designed for a developer - which means that there was no specific client in mind. When you're designing for a client who's really the developer and not the end user—it changes how you think. There’s a certain amount of "lowest common denominator" thinking involved, not in terms of cheap materials, but in the sense that the house needs to appeal to a broad audience. You don’t want one person to love it; you want a lot of people to like it. In the example above, we concluded that this special moment should be one of the very first architectural items you encounter ... the front door. To make things even more interesting, we added an exterior skylight just above the entry door. I’ve always believed that the front door can do a lot of heavy lifting. It's the porch, the steps leading up to it, the space around it—it all plays a role. I wanted to do something different for this spec house, so we decided to add a skylight right at the entrance. You’re still outside, but you get this incredible natural light coming through, which makes the whole area feel open and welcoming. And on top of that, we built in a strip light fixture so even at night, or on a cloudy day, the space feels bright and inviting—not like you’re walking into a dark tunnel. It turned out great. The detail worked exactly how I envisioned it. I think that’s when it really hit me—if you’re going to create a wow moment in a house, make it something most people are going to experience. Almost everyone who visits is going to come through the front door. That’s why I focus on that space. You’re not going to get the same reaction by putting all your effort into something like the kitchen pulls, which not everyone will even notice. So apparently, as a result of the first front door experience, a seed was planted in my brain that this entry experience should be something special on all projects. The drawing above was a custom steel and wood infill door that really read more as a wall than the front door. Measuring in at 5'-7 1/2" wide, this was not a normal door and we wanted everyone who it to experience just how special this moment was - from the act of walking up to it, as well as the manner in which is swung open, revealing the passageway into the main social area of the house. Steel Trellis jump to 15:26

When I say the word “value”, the meaning that typically comes to mind is generated by that persons position or context. Andrew and I were having a chat about how employees think of value versus how employers think of value and is there a disconnect between these two groups that should be concerning? Welcome to EP 160: Determining Value [Note: If you are reading this via email, click here to access the on-site audio player] As someone who’s been on both sides of the employee-employer equation, I’ve come to understand that value is a fluid concept that shifts depending on where you stand. For employees, value can be anything from a paycheck and benefits to growth opportunities or simply feeling appreciated for their hard work. I’ve seen this firsthand as a mentor, where the definition of value varies wildly from one person to the next. Now that I’m in a leadership position, I try to stay mindful of those diverse perspectives, recognizing that what people prioritize in their work lives can change based on where they are in their career. On the flip side, as an employer, I’ve learned to see value in terms of what an individual brings to the team—whether it’s their skills, attitude, or ability to help the company succeed. However, as an employee again, I find myself thinking more about what I get out of the job in return for my effort. Balancing these two viewpoints—what employees expect and what employers prioritize—is crucial in fostering a healthy, productive work environment. So, let’s kick off by diving into the employee’s perspective on value: what drives them, what they’re looking for, and how they measure it. After that, we’ll switch gears and explore how employers define and recognize value from their side of the table. Job Satisfaction and Personal Fulfillment jump to 4:18 Employee Perspective From an employee’s perspective, value isn’t just about the paycheck—it’s about job satisfaction and personal fulfillment. Yes, fair compensation is important, but once that’s met, the real question becomes: are you doing meaningful work that you enjoy? Does your job align with your values? As my career progressed, I realized money wasn’t my primary motivator. Sure, everyone wants to be paid well, but what really mattered to me was the type of work I was doing and how it contributed to something I believed in. Research supports this—89% of employees who enjoy their work and feel it aligns with their values report higher motivation and satisfaction. Once fair pay is in place, true value comes from feeling purposeful, enjoying your day-to-day tasks, and seeing your career heading in the right direction. (full report can be found here) Monetary Compensation and Benefits jump to 7:12 Employee Perspective From my perspective, while monetary compensation is important, it's crucial not to overvalue small differences. If you're earning $62,000 and your friend makes $64,000, it shouldn't be a deal breaker. However, if the gap is significant—like $90,000 versus $60,000—that's worth examining. What I see frequently is that employees often judge their value based on salary alone, and while that makes sense, as an employer, I have to manage broader considerations. I can't just give one person a substantial raise without considering how it affects everyone else in the company. People should appreciate that sometimes it's not about withholding; it’s about managing fairness across the board. It’s important to provide incremental raises regularly, like 3-4% each year, rather than waiting years for a big adjustment. Incremental increases help employees feel valued and prevent resentment from building up. We also spent a fair amount of time discussing the idea that small incremental raises, even just 3-5%, go a long way in making employees feel valued. The frustration comes when you work hard year after year and don’t see any reflection of that in your paycheck. I’d much rather have smaller,

It is time for the second and last installment of the Life of an Architect “Ask the Show” episode for 2024. Once again, as is our practice we solicited questions to be submitted through our Instagram channels and selected as many as we thought we could reasonably get through in the time allocated for the show. If there were duplications, that simply made that question more likely to get answered. All this and more on today’s episode as Andrew and I answer your burning questions… Welcome to EP 159: Ask The Show Fall 2024 [Note: If you are reading this via email, click here to access the on-site audio player] What are some challenges facing part-time workers? Or for those hiring them? jump to 3:50 Question submitted by Makieliamir Bob: From a management position, I've found that part-time work can be a challenge, especially when it comes to workflow and productivity. We don't have a formal policy for or against part-time workers, but I can't deny that it complicates things—scheduling, coverage, and overall productivity management can become harder to manage. My main issue stems from the impact on the company's bottom line, where part-time employees often receive the same benefits as full-time workers, even though they're working less. Additionally, it affects opportunity distribution within the firm. Part-time workers don't get the same opportunities for leadership and career advancement because those responsibilities are usually added on top of a regular job. When someone is capped at working part-time, I have to be mindful of what I assign to them, and that limits their potential growth. It's a tricky balance, and while part-time workers can be incredibly efficient, there are inherent limitations in what they can accomplish compared to full-time staff. Andrew: From my experience, having many part-time employees in my office, especially students, the key challenge is balancing their workload and availability with the needs of the firm. Setting consistent schedules is important; if someone is always available in the morning or afternoon, that works fine, but it can still be tricky ensuring that all tasks are covered effectively. The major issue is that part-time work might slow career advancement. While it works in smaller firms with proper management, larger firms might struggle with maximizing productivity or providing growth opportunities to part-timers. I believe it's important for part-time workers to find employers who don't have a bias against them and to have conversations about growth, even though it may take longer to climb the career ladder when you're part-time. Finding the right balance is critical, and part-timers should know the potential limitations upfront. What can a new employee in the office do to stand out amongst the seasoned individuals? jump to 9:35 Question submitted by arch_jbrown Bob: This is a question that comes up in my mentor/mentee meetings fairly frequently in my office. Standing out in an office, whether it's a small or large firm, starts with involvement. In a small firm, where everything you do is highly visible, participation is key. You can't just sit back and blend in; you need to actively engage with those around you. Even in larger firms, where you may primarily work with a smaller team, finding ways to connect outside of your immediate circle, such as joining design groups or attending firm-wide meetings, is essential. I’ve seen that new employees who are willing to step out of their comfort zones and get involved across the board are the ones who stand out the most. It’s not about mastering every technical aspect right away but rather showing that you care about your work and are eager to participate in different areas. It's about engaging with colleagues, speaking up, and showing that you're invested in the firm's success. Andrew: I agree that involvement is crucial, but I think another important way to stand out is by actively seeking out opportunities to do more.

For architects, todays post is a analysis of why you want to use an iPad and what applications are worth your consideration and money.

You sit down at your desk, you turn your computer on, maybe you sharpen your pencils, you lay out your rolls of trace and your sharpie pens – whatever your creative process - and you are about to start work solving the problems at hand … But where do you start? Sitting before you are all the normal tools and a big fat blank piece of paper. This is a moment where you have to make a make a decision on what happens next. Where do you start? How do you set the priorities to the issues you will be addressing? Andrew and I are going to discuss the process of when you start, what happens next. Welcome to Episode 157: Blank Page versus Project Constraints. [Note: If you are reading this via email, click here to access the on-site audio player] googletag.cmd.push(function() { googletag.display('div-gpt-ad-1562005974350-0'); }); The word "constraints" often carries a negative connotation, as if they are problems we have to deal with. When starting a new project and hearing about constraints, it can feel like they are already limiting our ability to pursue our passion and creativity. However, I believe that constraints are not something to complain about. They help us make decisions, prioritize, and move forward. Constraints are like rules that guide us, almost like a how-to book. Andrew and I both agree that having complete freedom might actually freeze us. Too many options can be overwhelming, and without any limits or rules, it’s hard to know which direction to take. Even with the same constraints, different architects can come up with multiple solutions because we all have different values and priorities. Constraints shape our creativity and force us to think critically. Budget jump to 7:00 Scope Limitation: A tight budget can limit the overall scope of the project, potentially necessitating compromises on materials, finishes, and features. Quality Compromises: Lower budget constraints might force the selection of cheaper, less durable materials, which could affect the building's longevity and performance. Design Adjustments: Innovative design solutions might be required to meet budget constraints, which can lead to creative outcomes but also might limit some design aspirations. Project Delays: Insufficient budget can lead to delays if additional funds need to be sourced or if cost overruns occur. In my conversation with Andrew, we spent a fair amount of time talking about budget as possibly the most critical constraint that owners and architect have to address. Many architects, myself included, fantasize about the ideal scenario where there is unlimited time, budget, and creative freedom. However, I have come to realize that this notion is neither realistic nor desirable. Constraints are essential and beneficial, as they provide a necessary framework that guides the design process and helps prioritize decisions. At first glance, constraints might seem limiting, but they actually facilitate creativity and problem-solving. Constraints can include budget limitations, client requirements, existing structures, and site conditions. Andrew was of the opinion that having too much freedom could be paralyzing, with endless possibilities leading to indecision. I used residential projects to illustrate how constraints function - mostly because it is easier to explain because residential projects typically have fewer constraints. Building a new house on an empty lot might seem closer to having a blank page, but it still comes with constraints like zoning laws and environmental regulations. On the other hand, renovations and additions have more obvious constraints due to the existing structure. However, these constraints help narrow down options and inform design choices. Time jump to 27:14 Accelerated Schedule: Tight deadlines might require an accelerated construction schedule, which can increase costs and potentially affect the quality of workmanship.

We are discussing residential projects that focus on incorporating high value building science techniques with guest Steven Baczek.

The vast majority of practicing architects view the time spent practicing their craft as a calling, but what happens when you don’t want to get out of bed? Today we discuss the role of "optimism" in architecture.

Today we are tackling a topic that we have never covered before, not even a little. Imagine walking into a crowded room and not knowing who to talk to or what to say, a situation I have found myself uncomfortably in more times that my therapist can ignore. The ability to build meaningful relationships and strategic alliances is a critical part of the success of any business. Today, Andrew and I will discuss a topic that at least from my side of things, have zero training in but is nonetheless a part of my job description and responsibilities in the office. Time to have a frank conversation about the indispensable practice of turning professional interactions into valuable assets. Welcome to EP 154: Networking [Note: If you are reading this via email, click here to access the on-site audio player] googletag.cmd.push(function() { googletag.display('div-gpt-ad-1562005974350-0'); }); Today we are going to be discussing the topic of Networking as it pertains to business development, not the cat5 cables running from your computer to some windowless closet in the building. On a scale of 1 to 10, I rate myself as a solid 5 when it comes to networking - which I define as “better than most” but worse than those that are actually skilled at the process, and my skills drop off once you get past charm and Leprechaun stories. So when I decided to make "networking" as a topic for today's conversation, I knew it would require a lot of research and a fair amount of self-reflection specific to what I think I am actually good at doing. In preparation I started with the most basic definition of what networking actually is: Networking is a part of business development that ultimately addresses the question of how leads come into the office. This is a topic that I have wanted to talk about for a long time, mostly because I have some pretty significant responsibilities in my office to network and bring in business. I am constantly asking myself “How do I go about networking?!?” There are a million questions on this and depending on your goals, or responsibilities, there are a million different answers to this question. When I talk to the more experienced principals and owners in my office, they tend to answer the “How do you network” question in a similar manner - almost all of them say that it has very little to do with talking about work, but rather it's about making a personal connection and finding people you like and want to work with. What is Networking and Why is it Worth Your Time jump to 7:53 Networking is the eventual evolution for anyone who is in a professional services profession if you have any sort of leadership and business responsibilities. The long and short of it is that networking is the engine that drives your business and as a result, its value is self-evident. Now that I am 15 years into that portion of my career where I have some responsibility to bring in work, I have come into the decision the hardest part of networking is showing up. The second hardest thing is walking up to someone and saying hello and asking people questions. What makes these simple things hard is the idea that you are putting yourself out there and have opened yourself up to some level of embarrassment and rejection. Andrew and I talk about our own experiences networking, the good, the bad, and the ugly, and with the experience and success we have achieved, we have broken this topic down into 8 key areas for consideration. 1. Relationship Building: Initial Contact: Making the first connection, often through introductions, events, or online platforms. Nurturing Relationships: Consistently maintaining and strengthening these connections over time through regular communication and engagement. 2. Exchange of Information: Sharing knowledge, insights, and updates relevant to your industry or profession. Learning from others' experiences and expertise to enhance your own understanding and skills. 3.

Inspiration can come from many different sources - but can you actively seek it out when you are feeling like you are in a dry spell?

When you are starting a new job, even you very first job, here are some tips that might make the transition a bit easier and potentially, more fruitful.

We are finally conceding to a request that’s been made a thousand times – do an episode on starting an architectural business – a topic that I have resisted for essentially 6 years, and I think I’ve finally broken. This is not as easy of a topic to discuss as you might think because there are a million different ways you could answer a question this broad. In an attempt to make this conversation of value, we are going to start at the beginning, and we are going to eat this whale one bit at a time. Welcome to EP 151: Starting a Business [Note: If you are reading this via email, click here to access the on-site audio player] Starting at the Beginning jump to 1:36 Business plans are not that difficult to prepare, and when created properly, they can be used as a guide to help make long term decisions on to best set up you new firm. Since we are going to go about today's conversation at the beginning, we are going to adopt the strategy of "eating this whale one bite at a time". Student Example Business Plan from Andrew's class Executive Strategy jump to 4:40 The first thing to do is to take some time to figure out exactly who you are, and more importantly, who you want to be - which means creating an overview of your firm, its mission, and goals. For me, the most important part of this process is to focus on your goals. This can mean a handful of different things, (type of work, geographic location, size of your new firm, how much money do you want to make, etc.) but how you decide to answer this question will fundamentally guide your behavior in the beginning Summary of services offered and target market jump to 7:12 This should be an easy one for most people to figure out. What type of work will you be providing and who will you be providing it for? Let’s say you want to start a residential architecture firm. Will you be focusing on developers, builders or end users as your client base (maybe all three?) Will you be designing new houses, additions renovations, full documentation or something at a reduced capacity (i.e. “Builder set”?) Maybe you think you will simply be taking on whatever you can and for whomever – which is a reality for most people starting out in a residential firm but you still need to have some sort of understanding at what level of service and documentation each of these user bases will require and how to establish an appropriate fee for each one (which is probably the most asked question I get on this topic). For the record, there is no canned ready-to-serve answer to this question due to the number considerations that fall into place. Firm Description jump to 11:10 History of the firm (if any if it is a modification of an existing firm) and its partners. This is exactly what you think it is and might be the easiest thing about creating a business plan. The purpose of this section is to really demonstrate competency to the people you want as clients. This is really a personal history of the individuals that make up the firm (which could be one) but it explains how and why you ventured out to create this firm. Develop a Vision and Mission Statement jump to 12:40 I am not a big fan typically of mission statements, mostly because I don’t think people use them properly. A mission statement is typically used to clarify what business you are in, focus your goals, and identify your business objectives. They should be internal vision statements to help guide the decision making process not some pandering message shared with the public espousing things you should be doing anyway (like providing excellent service, providing solutions, or any sort of “listening to your clients”) I wrote a post on Mission Statements back in 2014 (https://www.lifeofanarchitect.com/mission-statements/) and my thoughts on the matter haven’t changed at all. Other than me making fun at how bad a lot of them are, there are two key takeaways on this matter – Keep it simple and at a high level,

So here we are ... Episode 150, and I am a little surprised that I made it this far into this Life of an Architect experiment, but due to the support and interest we have received over the last 6 years, we find ourselves as what I believe to be a fairly significant milestone. When it came time to pick today’s subject matter, there was really on one topic that was up for consideration … Welcome to EP 150: Drawing Stuff! [Note: If you are reading this via email, click here to access the on-site audio player] googletag.cmd.push(function() { googletag.display('div-gpt-ad-1562005974350-0'); }); Today we are going to be talking about "drawing stuff", and if you are wondering what that really means, you are in the right place because that’s what Andrew and I are going to try and figure out. There are all sorts of examples and references in today's post so this is a good post to earmark for future reference (if you're into that sort of thing). Life of an Architect and Drawing Stuff jump to 01:00 When I say “drawing stuff” to you, what comes to mind? Do you think there is some relevance to the fact that the question is framed because I said “drawing” and not “drafting”? I will confess that there is a difference for some, but not for me. I make drawings. I can draft them, I can sketch them, I can get on a computer and use software like Revit (well, I can’t use Revit), AutoCAD, or whatever your drafting software of choice might be. Drawing stuff can mean anything and in any software - I am just referring to visual communication and how we think and talk through ideas. I'd like to say that I don't think there is a wrong way to draw stuff - but we all know that's not true. Sketching, drafting, 3dmodeling, rendering, I've talked about all of it at one time or another but there are some particular moments that stand out for me ... Notable Blog Posts for "Drawing Stuff" 08:47 https://www.lifeofanarchitect.com/do-architects-draw-too-much/ It wasn’t that long ago that I could produce construction drawings for a 6-figure residential project in little more than a dozen sheets of drawings. The last one I worked on was quite a bit more as the architectural set having around 45 sheets to it. That is a 400% increase within the last 20-years. Once I add in the structural drawings, grading and drainage drawings, as well as the dedicated HVAC drawings, we will approach 60+ sheets in this set. What is going on? What is the reason for all the increased drawings? Is it the complexity of the projects? Maybe it’s because architects anticipate a contentious relationship with contractors? Maybe it’s the overly-specific design intentions that architects are wanting in our projects and we know that we can’t expect the contractor to read our minds?!? This entire post was a bit of a rant because things are starting to feel as if some residential contractors are punishing those of us that produce drawings that tell them how we want things done - that this makes us appear difficult and fussy when the exact opposite is the goal. https://www.lifeofanarchitect.com/design-process-redlines/ I might not always be a nice person and I like to complain as much as the next person but if there is one trait someone who visits this site with any regularity knows, I do like to be helpful. During the design process, this typically manifests itself as “redlines”. For those of you that may not be familiar, redlines are typically created when architects make editorial notes on a set of drawings to convey changes that are needed to be made. This process typically occurs during the construction drawings phase, but I find that they are more helpful for how I like to work during the design development phase of the projects. Let’s take a look at some redlines I recently made (just click the picture about to be taken to a magical redline wonderland ...). https://www.lifeofanarchitect.com/sketching-is-hard/

This will be the 5th time in 5,209 days that I have put my opinions about taking on extra work outside of your normal job and typically during ridiculous hours of the day and night. This practice has come to be known as “moonlighting” and depending on your age and where you are at in your career, it is either the light at the end of the tunnel or an oncoming train. Andrew and I originally had something else scheduled for today’s show but this topic has been forcing itself into my brain over the past month or so and I want to talk about it . Welcome to EP 149: Moonlighting. [Note: If you are reading this via email, click here to access the on-site audio player] googletag.cmd.push(function() { googletag.display('div-gpt-ad-1562005974350-0'); }); Today we are going to be talking about moonlighting. I mentioned in the opening that in some capacity, I have brought this topic up for discussion 5 times over the past 14 years but it has never been the focus of a dedicated podcast episode. Is that irony? answer are from a poll I presented on my Instagram account with an average of 1,200 responses per question Fun Facts jump to 01:52 The etymology of the word “moonlight” as a verb, "hold a second job, especially at night," and this version or use came into use in 1957 (implied in the verbal noun moonlighting), from moonlighter "one who takes a second job after hours" (1954), from the notion of working by the light of the moon. Earlier the verb had been used to mean "commit crimes at night" (1882), from moonlighter in reference to members of organized bands that carried on agrarian outrages in Ireland. Did you know there was a phrase called “sunlighting” which is in obvious contrast to the word “moonlighting? “Sunlighting,” as the term indicates, is work done outside the company—but with complete transparency and within the boundaries of what is allowed by professional ethics and individual conscience. sunlighting is considered ethical because it is done transparently after work hours and does not conflict with the employee's obligations to their primary employer. The names suggest that moonlighting is done after hours and without the knowledge and consent of your employer while sunlighting is doing essentially the same thing with full disclosure and the approval of your employer. Experience with Moonlighting jump to 8:39 Andrew and I have both taken on moonlighting jobs in the past, and since I don't really want to speak for Andrew, I will admit that my experiences fall into both the moonlighting AND sunlighting categories. I've also had both positive AND negative experiences. One of the things I tried hard to convey in today's episode is that I can see both sides of the argument of why moonlighting takes place, it's value to the individuals, and the benefits that can happen as a result of the extra experience and, and lets be completely blunt about this, the extra money. I bought my first house with moonlighting money ... and the client on that job also stiffed me on my completely reasonable bill (I worked without asking for immediate payment for services rendered until the business was up and running and to this date, almost 30 years later, they have never paid me ... I should let it go but it provides an extremely valuable life lesson). Side Effects of Moonlighting jump to 15:58 Originally this was going to be a list of pros and cons, but the pro list was short and incredibly easy to identify. Our conversation on the cons was really about the ramifications - or side effects - or taking on moonlighting work. Without any real effort, the first things that came to mind are: Exhaustion Burnout Decreased productivity Health problems Getting Fired These all seem pretty bad to me and came to mind instantly and there is a cascading of effects - meaning, #1 leads to #2 which leads to #3, and so on. Working long hours can lead to exhaustion and burnout,

You check the time and realize that you have 4 minutes before your next meeting. Maybe it’s an internal meeting, maybe clients are coming in. Is it in person or online? Depending on how you answer those questions, time to start scrambling so that you are where you need to be and have the information required to make this meeting a good use of your time. But guess what? I promise that you will end up waiting on someone … maybe you are that someone. Either way, you aren’t getting that time back and you haven’t even started yet. Welcome to EP 148: Meetings are a Waste of Time [Note: If you are reading this via email, click here to access the on-site audio player] googletag.cmd.push(function() { googletag.display('div-gpt-ad-1562005974350-0'); }); I wrote a post on this topic 11 years ago – and it was also titled “Meetings are a Waste of time.” When I wrote this down as a topic, it wasn’t because I had already covered this topic a decade ago, it was because I had forgotten that I had covered it and I most likely had just come out of a meeting that I felt was an unproductive waste of time. Is this going to be a crabby podcast episode? It’s entirely possible, but you can hit the pause button, go grab a beer, and then restart the show because I feel like most people feel like I do when it comes to the majority of meetings they attend. I am becoming more and more sensitive to sitting in meetings where I think: What am I doing in this meeting? You already said that, move on … What does that have to do with what we are supposed to be talking about? I went back to reread that post from 2013 and as I went through the points, I typically thought to myself “Nailed It” but things are a little different for me now and shockingly, I thought I was in a lot of meetings before, I am in ten times that number now. It’s not even close! A couple of caveats to consider: There is a huge difference between professional environment meetings and volunteer organization meetings, Meetings with Clients, and internal meetings. Along with those distinctions comes a slightly different pain threshold for what is acceptable behavior or not. While I would like volunteer meetings to be run with the same efficiency, I have to acknowledge that these are "volunteer" based meetings and if the people attending have to do something as part of their real jobs, I am not going to get in their way. Probably 50% of the time I spend in meetings isn’t scheduled. My office (air quotes) is pretty open and it lends itself to pop-in meetings – which was purposeful at the time of design. Exactly what is supposed to happen DOES in fact happen, but it does become disruptive to developing any sort of rhythm to the creative process. Client meetings generally fall outside of the requirements I considered, unless I am the one who is slowing things down – which does happen. I wrote in the 2013 post the following: “At least half of the meetings I attend, nothing is really happening other than the swapping of stories. One on hand, that’s okay because I’m the Pecos Bill of stories, but I simply don’t have the time for it anymore.” So in an effort to reclaim some lost time, here are some tips I have collected and follow to help make sure that my days don’t get longer by sitting in unnecessary or gratuitous meetings. Start your meetings on time jump to 17:39 If someone is late, that’s their problem. Don’t review information that’s already been covered. I make it an effort to be on time to meetings and it drives me insane when someone else is late and I have to just sit there waiting on them. Not only a waste of time, it’s disrespectful – it says “my time is more important than yours”. I wrote "For the Love of All That is Holy ... Be on Time" and it sums up my opinion on the matter rather succinctly. Set the meeting length to an hour and end the meeting on time. jump to 20:19 Unfortunately, some meetings always seem to take longer than an hour but I’ve found...

How good do you need to be at drawing if you want to become an architect? Or … How can I be an architect – I can’t draw? Is there an easy answer to these questions? Of course there is, but that doesn’t mean the getting is easy.

Tracking productivity, Bucket list vacation, Leadership styles, and Learning how to Draw Details ... We answer these questions and more today on Ep 146: Ask the Show Spring 2024

If you have ever wondered what Delegated Design and Design Assist mean and how the distinction between the two could impact you and your liability and responsibility then this is a good resource of information as we break it down and discuss it in fairly simple terms.

From a design standpoint, some things are just cooler than other things – and these things don’t need to be justified to anyone because people either understand it or they don’t … but that doesn’t mean there isn’t an interesting and amazing story behind these objects that might contribute to their coolness in a meaningful way. Today Andrew and I each selected three items and we are going to share with you some amazing stories … Welcome to EP 144: Objects of Design [Note: If you are reading this via email, click here to access the on-site audio player] googletag.cmd.push(function() { googletag.display('div-gpt-ad-1562005974350-0'); }); Today we are going to share with you something we feel is meaningful to us and why, maybe, it should be meaningful to you. Rather than making this a list of things we like – and by extension – things we think you should like as well, we are going to dig a bit deeper and talk about the story behind each item we discuss today. In a sense, it’s that story that should make today’s podcast interesting … just that fact that WE think it’s interesting probably isn’t good enough, so we are stepping up our game. The rules are simple – Andrew and I were each tasked with identifying a handful of items that we think are worthy of being labeled “Objects of Design” and we are going to present them in an alternating fashion. We are going to be keeping score because, at the end, I want my list to be better than Andrew’s list. Villa Savoye by Le Corbusier (image credit here) CC by SA 3.0 Deed Villa Savoye jump to I am starting my list today with a building – one that architects, fans of architecture, and French people should all be familiar with … Villa Savoye, a modernist villa designed by Charles-Edouart Jeanneret-Gris, better known as “Le Corbusier” and his cousin Pierre Jeanneret located just outside Paris, France in the town of Poissey. It was built out of reinforced concrete between 1928 and 1931. The villa was designed for Pierre and Eugenie Savoye as a country home but the reality is that they barely lived there, but I’ll get to that in a moment. I visited this building in the Fall of 1990 after having become quite familiar with the work as a result architectural history classes and quite honestly, even though it was not the popular still of architecture at the time, I really enjoyed Le Corbusier’s work, not so much some of his ideas on Urban planning. But to really get to the interesting part of this particular project, we have to go back to 1927 when the League of Nations rejected the modern building that Le Corbusier and his cousin Pierre Jeanneret proposed for its headquarters. To say Le Corbusier was disappointed would be an understatement and this moment became a jumping off point that led to Le Corbusier forming the International Congresses of Modern Architecture in 1928. Another Swiss from Zurich, Siegfried Giedion, who was trained as an Engineer, attended the Bauhaus School where he met Walter Gropius and formed his initial interest and opinions on the modern architecture movement, was the Secretary of the International Congress of Modern Architecture and he, along with Le Corbusier wrote the Working Programme of the congress and formulated the text of the declaration. This program would eventually be distilled into the 5 principals of architecture that I will mention in a Just from that standpoint, Gideon plays an important role into what Villa Savoye is at its essence but he actually continued to play a role in the building as well as its salvage from destruction. So it’s now September 1928 and Le Corbusier has taken on the commission of Villa Savoye. It is called that, maybe obviously because it was the summer house for Pierre and Eugénie Savoye. The Savoye’s developed a brief that called for the programming of the villa, but according to apparently Le Corbusier was given free reign aesthetically and he used this project to articulate some ideas that he had be...

The episode "Architectural Drawings: Excessive or Essential" will focus on drawings and the question that first comes to mind is to talk about what we draw, why we draw it, and who we draw it for and why that impacts all other considerations

In Episode 142: When I Grow Up, Andrew and I discuss how things take place that divert you from your expected path as you move through your career. It's a natural evolution to move into new roles and responsibilities that break the idea you have for yourself when you decided to chart your future.