Tag Archives: business strategy

What Value Will You Leave Behind?

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construction

This might be the best interview question to ask someone: if you leave us, what value will you have left behind? People move on to bigger and better things, and at some point will leave your company. The true test of how good an employee was is what value they created in your company, and successfully left behind for the company to use.

Interview advice always includes researching an employer and showing interest in them. Taking this a step further is showing a company that you have the initiative to not only do your job, but to make your employer better. It’s an active realization that companies don’t just need workers, they need people who understand the company’s mission and want to take it someplace. Employee initiative builds on the foundation of a business plan, and begins to create a place that is not just the owner’s vision… but a collective vision.

If the right employees are hired, and they are actively engaged in building such value, a real benefit is that they will be less likely to leave a company (except for bigger and better things). It creates a collective agreement that all parties are invested in one another. ‘Collective’ is an important part of that statement. It leads to the fact that the question that started this post has an equally important question the potential hire must ask: How does your company enable employees to build long-term value within it?

It’s a partnership.

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About the Author: Peter Briggs is a landscape architect who has a current preoccupation with the business of design. For more bio information, please see: www.highestexpertise.com/who-is-peter/

Free Energy For All

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tesla

I’m fascinated by the concept of think tanks. I have this vision of one of those sci-fi war rooms with glass partitions that people draw and write on to illustrate their ideas for how to stop that asteroid from destroying the earth. It’s a room of highly (dys)functional people (the ‘dys’ part for Hollywood effect… and some reality likely). All of the stereotypical movie characters are there: thinker, firebrand, action guy, lone wolf, leader, genius, wisdom. There are sparks, conflict and… alignment (usually based in an achieved grudging respect). It’s a boiling pot of intersection chaos that slowly takes form and aligns with more and more clarity. Brainstorm.

My wife asked me what my dream job would be. My response was to be with a group of people operating at their highest level of expertise. The intent of this is to work at that tension point where you have a room brimming with skill and experience, and you can achieve the cold fusion of ideas from the future.

Talking about cold fusion… where do you get your energy?

Batteries on Samsung phones have been combusting. Things might look normal, but then a bunch of protons and neutrons get excited and can’t control themselves. Boom. Burnout. The goal for a battery is to have controlled chemical reactions that release energy as needed, not less than nor more than what you need. When the battery gets low, it gets plugged in and replenished. Eventually it wears down for that graceful slide into being replaced.

We all need to have an idea about how our batteries work. How much energy can they produce? How sustainably? What peak demand can we exert on them? How do we recharge them?

I asked a friend the other night where he gets his energy from. He spoke for a while, and I needed to laugh since I realized that his response was effectively “cold fusion”. His energy comes from ideas and the opportunities that have not yet materialized. His energy comes from future possibility. He’s drawing from the future to power the present.

How do you draw from the future? The future exists purely as an idea. In order to draw from that energy, you need to be a broker or participant in the realm of ideas. There are some among us that are visionaries who have a direct connection to this, but for the majority of us… the energy that the future provides requires a chemical reaction in the present.

A chemical reaction requires something precipitating change. My friend has placed himself in a position where he has access to people and the ideas that they bring. Another way to look at this is that change occurs when two things intersect. When we optimize our ability to harness intersections, then we can begin to direct and manage change, and the intellectual result is the ability to harness ideas.

So, he harvests the energy of ideas. Conscious or subconscious, he’s not fully drawing power from the land of the future. He’s tending a farm of potential intersections where each collision creates sparks. His excitement and drive come from a knowledge that some of these sparks can then be grown into something more. His energy comes from interacting with people who also align themselves with ideas and the potential for change. It’s a bit vampiric feeding on this energy created by those around you, but… we all find our ways to contribute. Or, just get to be lucky to be along for the ride?

Where do I get my energy? Some intrinsic instinct to try to make sparks.

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About the Author: Peter Briggs is a landscape architect who has a current preoccupation with the business of design. For more bio information, please see: www.highestexpertise.com/who-is-peter/

Design: What Are You Buying?

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My ultimate goal in these posts is to try to provide concrete ideas and actions. A previous post (The Beauty of Being a Hack) was more along the lines of musing, but a few minutes after I posted it I realized one of the more concrete things to which it might lead: you get what you pay for. [brilliant flash of the obvious!]

One of the tangents in the post was that I’m in a creative profession, but as a landscape architect much of our work relates to function. When we are scoping new projects, I usually have two very important questions:

  • For the client’s aesthetic, how ‘high’ of a level do they want? (I see the simpler version of this now which is, “How much design/art do they want?”
  • How linear do you expect the project to be? (I see the simpler version of this now is, “How actively will we have to manage the process to keep it on track?”

We work in a city with a landscape ordinance. At the simplest, our projects provide a client with a landscape that meets local requirements. We have systems in place for this that allow us to do it quite efficiently, and we have the design experience to add some flair within it as well. These projects can be super linear, without the intricacies of reflecting a higher design aesthetic. We can be confident in providing a very reasonable fee.

BUT… realize that you are hiring us for our project management capabilities. We have an agreement based on the very high level of knowns required for that very reasonable fee. You are not hiring us as designers/artists. Luckily, that’s what you generally DON’T want for this particular scenario. You’re looking for fact and a successful permit, not design and opinion.

When we are approached as designers, the interesting by-product is that we need to provide an even higher level of project management services. Design is incredibly messy and opinion-based, and takes significant time and effort to create what might seem to be a linear design process. The fees will be higher.

A small fee indicates a discrete and known task. A less discrete and less known task has a higher fee. All of the above is logical and sets the stage for the conclusion of this post. The above has a foundation of us wanting to deliver an optimized client value. Our goal is to find the fee where the client gets best value in our market, and to have our internal processes where for this fee we make money.

So… as a client there is the spectrum between frugal and patron. Reasonable frugality gets good value that leans toward the sparse. The emphasis on control in this relationship lies with us. A frugal client will always hope for more scope for less, and we are in control of what we deliver. My interest is in the concept of patron. The emphasis on control in this relationship is the patron. They need to determine the level of patronage that gives them their desired return on investment. There WILL be a point where the value of patronage is optimized, and beyond which will have no benefit… if not beginning to result in negatives.

The tongue-in-cheek point of the above. Pay us little and you get exactly what you pay for. Pay us more and you get what you pay for, but you do place some more control in our court to exceed your expectations. Pay us a lot, you might just make us lazy.

 

Beyond the humor intended within this, the summary point is: As creative design professionals (a licensed profession), your fee always gets you a high level of project management to ensure that we meet your expectations. We will be very careful about setting good expectations (which takes a high level of effort for small fees, disproportionate). To enable us as creative designers, we need to be compensated. We are fair in our approach, and our goal is to find the right level of value for you. With the right fee, you will engage us in a manner that you may just get more than you pay for… that’s the beauty of creatives. We develop new and unique things that sometimes deliver much more than what they cost.

Endnote: If you see us driving an Audi… it’s because we eat ramen for lunch. =)

Endnote Two: I drive a 1998 Ford Bronco II… because I grow attached to things… and it has an awesome turning radii for city driving. And I’m frugal. And I like to fix things.

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About the Author: Peter Briggs is a landscape architect who has a current preoccupation with the business of design. For more bio information, please see: www.highestexpertise.com/who-is-peter/

This blog post was originally posted on LinkedIn: https://www.linkedin.com/pulse/design-what-you-buying-peter-briggs?published=t

The Power of “Tell Me More”

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Photograph: Ronald Grant Archive

Photograph: Ronald Grant Archive

Tell me more

Dialogue. We hear the word often, but how much consideration do we give achieving it? Dialogue is defined as a conversation between two or more people, and it also relates to discussion with the aim to resolve a conflict. When I looked up definitions, I was surprised that it didn’t quite address how I view the word. I think that a definition I would add would be “conversation with a goal of fully understanding som eone’s views and finding a common resolution.” For the sake of this blog post, please humor me and consider that as the definition.

So, conversation #4 of 100 Conversations seemed to have dialogue at its core… specifically with placing an emphasis on understanding someone else in order to find appropriate solutions.

I Don’t Have Time to Help Myself!

The beginning of the conversation started with looking inwardly, and how we get caught up in our lives. Specifically we often do not place intentional focus on where we put our energy. We wind up focusing our energy on those things which ‘seem’ pressing. These often deal with our interactions with others. Simply put, it’s easy to fall into putting a lot of energy into thinking about and addressing the negative things in our lives. A parallel I’ll draw is the statement that within the professional world, 5% of our clients take 95% of our effort (or something like that). The squeaky wheel gets the grease.

It’s difficult to stop and intentionally reprioritize our efforts to focus on the positive.  There will certainly be times where we need to focus on the negative, but it should be within a recognition that it leads someplace. If it doesn’t lie within some continuity toward an end, then it might not be worth it. [Note: have you seen the movie Inside Out? It’s worth it in how well it makes the case that we sometimes need to embrace the things we see as negative. I don’t know how well it relates to my professional life, but it does illustrate a meaningful concept.]

We Can Control Negativity

The reason I bring the above up is that in my experience, negativity in my professional life can be traced back to poor communication. This blog has presented setting expectations and other aspects of trying to achieve positive communication, but it hasn’t dealt with some of mechanics of dialogue. Setting expectations sets the groundwork for this post in that it reinforced the need to truly understand someone by verifying what they say. This is the first step in dialogue. I think that we all crave validation. The first step in validation is feeling that someone has heard you.

Tell me more

How often do we stop and ask someone to “tell me more”? These simple words illustrate that someone is listening, and that no conditions are being imposed on how the information might be delivered. The listener has shifted importance to the speaker with an open question/request. They illustrate that we have found something of such interest, that we just want to hear you speak about it. (see post: The Power of Being Heard)

I joke about facilitation being a martial art like jujitsu. Facilitators seek to engage with and direct communication energies to where they have their highest benefit. Asking someone to “tell me more” places focus on them and puts them in a space of inherent validation. They can be in a place where they tell their story. Our culture of online comments, trolls and reduced accountability (we wouldn’t say the things we write if we were face-to-face) has exacerbated our already “all too human” tendency to expect the worst and act accordingly. My reference point is a heated public meeting. My reference point is a skilled facilitator who creates a space of dialogue where before there was unidirectional anger. Most of the time, it’s about using the right tools to listen.

Tools That Say, “We want to hear you.”

Dialogue is about understanding the tools that allow us to identify with one another and ideally find common ground. In the absence of common ground, at least feeling heard and understood. These tools allow us to understand and put order to complexity. Communication can be very messy, but if we can tease apart information and its relationships, we can help to bring order to things.

Good facilitation is beyond a single post, or even a university degree. To be an effective listener, you need a suite of tools to give someone the atmosphere within which they can communicate. It’s also important to realize that facilitation can be exhausting and take it’s mental toll. Our tendency is to absorb things, even as we redirect them. It takes a special kind of person to internalize that they are merely a conduit to help people be heard. THIS is why having someone on a project who is purely a facilitator has great benefit when things are complex. If you are on the design team, it will be very difficult to separate yourselves from the fact that you may be the target for people’s concerns.

Compartmentalizing our Roles

I’d like to wrap up this post with the ‘sanity’ side of how much we invest ourselves in what we do. As designers, it’s hard to not love your work… and imbue it with pieces of yourself. There is a fine line to walk within this to ensure that your client is getting a product that is theirs (and not yours), and to ensure that you don’t suffer when your ‘vision’ is subject to whatever winds that blow. Your project is NOT you. If your project IS you, then hopefully you tend more toward the art side of things and have patrons that support you.

In our lives, all people can’t be all things to us. There will be some people that give, some that take, and some with which we find balance. We accept trade-offs. We intentionally shift a relationship to meeting the needs of others without meeting our needs. Just as others might do the same for us. Within our professional roles, we can recognize that in the end, our projects are not about us. We place our focus on our clients and stakeholders, with us merely there to help facilitate their visions. We may need to work with their anger, confusion and other feelings… without letting them reflect on our view of ourselves. I’ll reiterate that there will be times where you will NEED someone else to be facilitator… for your well-being.

This brings this post full circle. Professionally we are at our best when we subvert or eliminate our personal needs, our ego. We are there to listen to our clients and to help them achieve THEIR needs. This may not be easy, but these interactions are not about us in any way, shape or form.

If you are involved with complex communication situations, do NOT look to your work as where you get your personal validation. We need to ensure that the other parts of our lives provide us with the validation that we need. That these parts provide us with the balance we need in order to subvert ourselves in order to get done what we need to get done at work.

You can’t be all things to all people. People can’t be all things to you. We need to juggle all of our relationships so that as a whole, they allow us to stay sane and ideally happy.

So… let’s end with a simple flowchart (eye candy). This expands on the validation component of the flowchart in Managed Expectations = Success to put an emphasis on listening, validating and really hearing someone: Tell Me More.

Tell Me More

Tell Me More: Confirming We Heard You Right