- Empowerment is a two-way street. Your manager needs to allow you to take something on and run with it and do it without his/her micromanagement or constant supervision. On the other hand, you have to be willing to accept responsibility if/when there are errors and do what it takes to get that task (or part of a project) done.
- If you can't get right what I've given you so far, chances are good that I'm not going to give you new or different stuff to do.
- The farther you go up the ladder at an architecture firm, the less actual architecture you do every day.
- The biggest skill that young architects and interns (as well as the rest of the world) isn't learning before they hit the work world is how to communicate clearly and civilly. Your bosses didn't learn it either, but we have to start somewhere with good communication in the workplace.
- Good communication doesn't mean "always being nice" or never calling people on poor performance. It means that when you do call out bad performance, it's about the performance and not the person.
- Cultural change takes time. Even when an entire organization is on board with changing the way it works, it can still take 3-5 years to see the changes and get them firmly entrenched in daily office culture. It's still worth doing; just be patient.
- "People want change, but people don't want to be changed." --Winston Churchill
- No matter how much you try to help make things better, there are always going to be a few people who aren't going to be happy. It's still worth making things better.
- There are two sides to the happiness at work coin. One side is that you have to be able to do the things you enjoy doing so that you can stand coming to work every day. The other side is that you have to do the crappy stuff sometimes in order to get the job done. Not every day should be a horrible grind, but not every day can be sunshine and flowers.
Monday, September 16, 2013
Random thoughts on architectural work
I still don't have anything lengthy and coherent to blog, but I have had some musings I thought I'd share. Our firm has been going through some major changes regarding how we manage and treat employees and how we're going to move forward for the next ten years, and the conversations that are causing and are caused by these changes have given me some random insights and/or ideas. (Or maybe they're just brain droppings.)