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MoA's missions are to help architects, designers and engineers with the business knowledge and skills to become more entrepreneurial and to engage public with events and exhibitions about architecture.
We have invited our experts to share their Thoughts and Advice to help practices emerge stronger from this period of change. |
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How to Thrive Post Corona Virus
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by Sue Austin
Sue Austin Consulting |
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Sue Austin works with the owners of architecture practices, helping to address the complex challenges of running a business. Her support includes business health checks, strategy reviews and leadership skills development.
In speaking with my clients during the last few months, most have been finding it an incredibly stressful experience. Although the emotional reaction we’re having to the Covid-19 situation is perfectly normal, how we respond and act can vary hugely. It’s this response that will make the difference to how architecture practices will emerge over the coming months and years.
In this article, I share three tips to help you rise above survival mode to become a thriving practice post-Coronavirus. |
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Tip Number One: Develop a plan
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“By failing to prepare, you are preparing to fail.” – Benjamin Franklin
Do you know where you’re heading? Perhaps you’re hoping to emerge from the pandemic period with the same sort of practice as before. Or you may be taking this opportunity to change your business model. Whatever your intentions, establishing direction and the high-level steps to get you there are crucial. It’s easy – and human - to get stuck in the weeds of the day-to-day: focusing on project deliverables, checking your cash position, staying on top of emails etc.. These activities are necessary, but business leaders also require the ability to step back and think strategically. Let’s say your goal is to capitalise on the increased demand for garden offices. Have you developed a strategy to help you do this profitably? Have you mapped out the key steps to communicate this new service and make clients want to pick you? Do you know what tools and resources are needed to deliver such projects efficiently? None of this will happen by accident – it needs planning! The risk is you get preoccupied with the day-to-day, leaving the competition to get ahead of you. Taking time out to develop longer-term strategies and goals will fundamentally affect the future success of your business. |
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Tip Number Two: Strive for balance
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Whatever your plan, managing the competing demands of running your business is tough. Managing a balance between the interdependencies of people, process and performance will help your practice and team thrive.
- People - In my experience, most employers mean to do well by their people but don’t invest sufficient time developing their teams and company culture. The root cause of this is often a lack of leadership confidence. My clients often say they don’t have the time for regular one-to-one sessions with their employees, and their employees tell me they don’t know if they’re doing a good job. This absence of feedback can have a profound impact on overall business performance and lead to disengaged individuals. In fostering a culture where everyone openly challenges each other and shares ideas, you will be developing a high performing team of motivated employees. - Process - The process(es) of running a business, particularly when team size grows to five or more, requires a disciplined approach. I call these processes the “drumbeat” of how projects are delivered, performance is evaluated and strategy is developed. It’s also easy to be complacent, living with the same old ways of working, regardless of need or growth stage. Consider these questions and empower your team to do the same: Is this process necessary? Can it be improved? What’s working and what’s not? Who needs to be involved? An action plan to improve your business processes will underpin the ability for your practice to adapt and grow. - Performance - “If you can’t measure it, you can’t improve it” – Peter Drucker Establishing regular meetings to assess how time, money and people are performing is essential. The key thing is making sure these reviews count, at the right frequency and with the right individuals involved. Here are a few suggestions: - Weekly
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Tip Number Three:
Focus on the critical few |
If you’re clear on WHAT needs to be done, my final tip is to ensure that you are focused on HOW you do things.
This starts with ruthlessly prioritising your to-do list and a willingness to eliminate, defer or delegate tasks. Focus on the “critical few” tasks which will make the biggest difference for your business, bearing in mind the need for balance between people, process and performance priorities. Plan and protect time in your diary to work on these tasks. In committing time to tasks, start by focusing on outcomes. What does good look like? How will this affect clients, performance, team etc.? What outcome will make the biggest difference to my business? If a task involves others, practise active listening and be willing to celebrate excellence and call out issues. If it’s a solitary piece of work, avoid interruptions and distractions – consider when and where you will be most effective. Whatever you do, be 100% present - you will improve every aspect of running your practice and inspire others to be at their best. If you’d like to explore setting a path towards a thriving practice, do get in touch. |
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