Managerial Advice for Aspiring Architects

Most of the time aspiring architects focus on how to better their design skills or their technical skills. But something that is just as important (if not more important sometimes) is managerial skills. Managing architecture projects and even more so an architecture office can prove to be a pretty difficult task.

A recent article posted on Appfluence.com highlights some of the issues that architects face with managing both their projects and their teams. It features fifteen principal architects that share their advice on how to manage it all. And there are three major things that aspiring architects can learn from this article:

  1. Time is money…. A concept we rarely learn about while still in school. In the article, Tony of Huntington Pools, Inc. says it all – “The most important thing is time management as it directly relates to cost and overhead. In addition, time management is important to client satisfaction and the ability to close a sale.” In architecture school, you can spend as much time as you want on your project and it has no consequence (well, you know what I mean). But when you are working, the amount of time you spend and bill to a project is directly tied to the budget (and profit) of a project.
  2. Soft Skills are crucial to furthering your career. Things like communication, collaboration, adaptability, and problem solving are just as important as your design and technical skills – especially if you are interested in a more managerial career path. Steve Southernland of SSA Landscape even states in the article “There is so much more to [architecture] than just design. It requires people skills, organization, dedication, and perseverance.”
  3. YOU play a vital role in the success of your firm. Two of the interviewed principals hit on this point. “Our people are the most valuable asset we have,” said Drew Padilla of Smith Group JJR. It’s the people that make the firm what it is – for better and for worse. Ruth Todd, FAIA of Page & Turnbull stated “It is important to hire and retain great people, nurture their talents and skills, and make sure that there are projects in the pipeline to sustain existing resources and allow for growth.”

Check out the full article below to hear more great advice from principal architects:

15 Architects Share the Most Important Thing They’ve Learned as a Manager

 

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