People born under the Dragon are passionate, brave and self-assured.  Dragons in general are blessed with good fortune. They are smart, enterprising and have a wicked sense of humor. They also have a natural flair for fashion.  Wealth is also an important aspect of the Chinese zodiac.  Dragon years are lucky for anyone thinking of starting a business or initiating a new project of any sort because money is easier to come by for everyone, whether it’s earned, borrowed or received as a gift.

This brings us to why I am blogging about the Chinese New Year and the year of the Dragon.  As many of you know I have been working in China and in Asia for about a year and a half.  Business has done very well and I am very please with the clients I have, the people I have placed and the relationship I have developed.  It is no mistake, however, that I have chosen the year of the Dragon to establish my business in China.  I am hoping the luck of the Dragon will smile on my endeavors in China and beyond.

But that is for next year.  For now, enjoy the spirit of the New Year.  Welcome longevity, wealth and prosperity and eliminate any negative chi from your past.  Enjoy your family and the best of luck to you and yours.

You can learn more about the Chinese New Year here. 

So what has changed?  Why have I dusted off my blog?  Business is still great, busier than ever, and 2012 is on track to see my firm grow even more.  Well, I am blogging again because I really like to blog AND I have something new  I want to share.

As you know I have been placing candidates into Asia for a year or so now.  I am now taking the next step.   I am physically growing into Asia, Hong Kong to be specific.  This new office will give me a home base in the region that will allow my firm to take advantage of the astonishing growth and development in the area.  The job boom for Architects and Interior Designers as well as Construction and Real Estate talent is like nothing I have seen.  I am very excited.

This office is the logical next step in my business plan, and I want to share my experience with you.  Starting next year I begin the work of opening an office, establishing a deeper client base, and hiring staff in Asia.  And you will be there with me every step of the way, good and bad.

So, if you like, bookmark this page because there is much more to come.

Second tool in the firm’s survival tool chest was salary reductions.  Unfortunately salaries are fast to fall and slow to rise.

Some of the highlights from the article are:

•  Median salary fell from $88,800.00 to $80,900.00
•  68% of the firms surveyed made changes of some sort last year
•  There was a slight increase in bonus’ correlating to smaller base salaries

Click here to read the article.

What I have seen since this article was posted is good news, the worst may be over. The industry is taking its cautious steps to recovery. I also think the industry may be set up for another problem, a looming talent gap as a  mass exodus of talent finds shelter in other industries.  The article states that most of the lay-offs were concentrated in the lower salary spectrum. This young talent could not wait for the industry to recover and has left or is thinking of leaving for greener fields. This talent gap will be a blow to the industry not realized for another decade.

It will also be history repeating itself.

The recession of the 1990’s created a talent gap as young architectural talent left the industry due to lack of work. As the industry recovered, grew and thrived this talent gap became more obvious. While the work younger staff does, mainly drawings, can be outsourced to other firms or even done by a Project Manager or Sr. Project Manager, the business development, client management and other “higher function” skills that are unique to each firm cannot be passed down to the up and coming talent because they are not long in the industry.  This creates a stress on the more seasoned staff, they worked more in the weeds, unable to lend their skills at a strategic level and some even postponed retirement.

We know what will happen, we have seen it in recent history.  So what is the fix? While one fix does not fit all needs one idea might be the AIA. The group is uniquely poised to help firms fill the talent gap. Not through hiring but through training. The AIA’s continuing education program is a great forum to train the industry on firm management, business development and other important aspects of the business of architecture. I know that this is already a part of the wonderful curriculum the AIA puts together, I just wonder if there is a bigger idea there. Some way to either train leadership how to mentor and train younger staff or provide individual training to firms.

Of course this is just my opinion. I would love to hear others. Whether we are creating a new talent gap with this recession or not, we are still working through the last one. I know the attitude of the firm leaders I work with is “all ideas are welcome”.

To re-start my blog I wanted to post my most popular article to date.  This article produced many great discussions as well as a few job orders and consulting opportunities.  I also think it is a timely piece because many of my clients are starting to recruit again.

So here it is, the Jedi Council piece.  For those who have seen it already, I hope you find it refreshing.  For this who are reading it for the first time, I hope you find it useful.

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Definition: The Jedi Council was a group of twelve wise and powerful Jedi Masters elected to guide the Jedi Order.

I admit it.  I love Star Wars.  Well, at least the first three movies.  These movies had a strange and powerful influence over the boy I was in the late 70’s and early 80’s.  For whatever reason I can still recall specific details of the saga to this day, much to the chagrin of my family.

I believe the reason that the movies resonated with me, and everyone else, is that they were based on simple human truths.

As I have grown through my career of recruiting talent in the Architecture and Interior Design industry one of these “truths” has resonated with me, the idea of the Jedi Council.  Or to translate, a group of trusted and experienced firm employees who understand where a firm has been, where it is today and where it wants to go tomorrow.

I have seen several firms use this model to great success, specifically around business development and hiring talent into the organization.  But how does a firm build a Council and what is the best way to put it to work for your firm?

Building Your Firm’s Council

You will want to fill your firm’s Council with a mix of firm leadership and developing individual contributors.  By balancing these two levels within the group the Council can become aspirational, an appealing growth opportunity for the high bar talent in your firm.  Some firms I have worked with have made membership on the Council a rotational appointment and a qualifier for those on track to Principal.

All members of the Council must understand your firm’s core values and be able to speak about your firm’s value proposition (value=benefit-cost).  They should also have an understanding of where your firm has been, how it has grown and how it defines its self in the market.

It is also important for members of the Council to be involved with relevant organizations outside of the firm.  Successful Councils can function as outward public relations tools.

How to Use Your Council

Of course the Council can support a firm in limitless ways.  As mentioned above the group can be aspirational or a needed rotation as you develop talent within your firm.

Two uses I want to discuss here are public relations and recruiting.

The first, public relations, is an outward focus for the group.  Members of the Council should also be active participants in groups like the AIA, IIDA and others.  Leveraging those memberships and connections can be a great way to educate potential clients and the industry at large on the expertise of your firm.  This can be done through presentations, panel discussion participation and white papers.  By having this group, in conjunction with marketing and PR, be the “voice” of your firm it will also position your employees, and in turn your firm, as the go-to experts in the field.

Another way this type of council can be beneficial is in evaluating talent.  This is an inward focus for the council.

First let’s discuss the benefits of the firm on candidate evaluation.  Because the Council is made up of employees that understand your firm’s core values and are able to speak about your firm’s value proposition (value=benefit-cost).  Members have a unique perspective on how a candidate will meet the specific position need.

Also, through this understanding, the Council can evaluate the higher level fit with the firm from a semi-detached point of view.  Is the candidate biased for action?  Can the candidate deal with ambiguity?  Has the candidate effectively demonstrated the ability to work within a team or influence without authority?  These questions that speak to the over all firm fit should be part of what the council asks in the interview process.

Second, the Council should be selling the firm in the interview process.  The perspective the Council members bring can greatly influence and motivate candidates when interviewing.  In chorus with the rest of the interviewing team the Council member should be tasked with “selling” the firm.  They can also lend a more in-depth look into firm’s goals and how the candidate might fit into those goals.

The great thing about the Jedi Council idea is that it is scalable and can work in any firm regardless of size, specialty, market share or location.  The most exciting aspect of the Council idea is the way it can transform a firm into a knowledge and market leader through active participation in the industry and by evaluating talent, ensuring each hire is the right hire.

Designed down to the smallest details.

Selling for a wallet draining $15,000 this watch is for those rich enough to have a person walk behind them telling the time.  None the less, even the filthy rich want to look good.

The watch is designed by French architect Marc Berthier (Visit his design firm here). The watch has a very masculine square face, a titanium case and AR-coated sapphire crystal as well as a rear window to view the Swiss perfection.  It is resistance to 30 meters.

A very masculine watch

They say fashion should be aspirational.  I see this watch and totally understand that phrase.

The Seattle AIA office is located at 1911 1st Ave in Seattle and the cost is free.

You can learn more about the even and the AIA here.

So back to it.  And to refresh the blog I thought I would share something fun.

So cute!

I do have a beard so I know how warm and comforting it can be on a cold Seattle day.  For those who chose to be less folliclly bold you can purchase a Beard Bennie here.

I admit it.  I love Star Wars.  Well, at least the first three movies.  These movies had a strange and powerful influence over the boy I was in the late 70’s and early 80’s.  For whatever reason I can still recall specific details of the saga to this day, much to the chagrin of my family.

I believe the reason that the movies resonated with me, and everyone else, is that they were based on simple human truths.

As I have grown through my career of recruiting talent in the Architecture and Interior Design industry one of these “truths” has resonated with me, the idea of the Jedi Council.  Or to translate, a group of trusted and experienced firm employees who understand where a firm has been, where it is today and where it wants to go tomorrow.

I have seen several firms use this model to great success, specifically around business development and hiring talent into the organization.  But how does a firm build a Council and what is the best way to put it to work for your firm?

Building Your Firm’s Council

You will want to fill your firm’s Council with a mix of firm leadership and developing individual contributors.  By balancing these two levels within the group the Council can become aspirational, an appealing growth opportunity for the high bar talent in your firm.  Some firms I have worked with have made membership on the Council a rotational appointment and a qualifier for those on track to Principal.

All members of the Council must understand your firm’s core values and be able to speak about your firm’s value proposition (value=benefit-cost).  They should also have an understanding of where your firm has been, how it has grown and how it defines its self in the market.

It is also important for members of the Council to be involved with relevant organizations outside of the firm.  Successful Councils can function as outward public relations tools.

How to Use Your Council

Of course the Council can support a firm in limitless ways.  As mentioned above the group can be aspirational or a needed rotation as you develop talent within your firm.

Two uses I want to discuss here are public relations and recruiting.

The first, public relations, is an outward focus for the group.  Members of the Council should also be active participants in groups like the AIA, IIDA and others.  Leveraging those memberships and connections can be a great way to educate potential clients and the industry at large on the expertise of your firm.  This can be done through presentations, panel discussion participation and white papers.  By having this group, in conjunction with marketing and PR, be the “voice” of your firm it will also position your employees, and in turn your firm, as the go-to experts in the field.

Another way this type of council can be beneficial is in evaluating talent.  This is an inward focus for the council.

First let’s discuss the benefits of the firm on candidate evaluation.  Because the Council is made up of employees that understand your firm’s core values and are able to speak about your firm’s value proposition (value=benefit-cost).  Members have a unique perspective on how a candidate will meet the specific position need.

Also, through this understanding, the Council can evaluate the higher level fit with the firm from a semi-detached point of view.  Is the candidate biased for action?  Can the candidate deal with ambiguity?  Has the candidate effectively demonstrated the ability to work within a team or influence with out authority?  These questions that speak to the over all firm fit should be part of what the council asks in the interview process.

Second, the Council should be selling the firm in the interview process.  The perspective the Council members bring can greatly influence and motivate candidates when interviewing.  In chorus with the rest of the interviewing team the Council member should be tasked with “selling” the firm.  They can also lend a more in-depth look into firm’s goals and how the candidate might fit into those goals.

The great thing about the Jedi Council idea is that it is scalable and can work in any firm regardless of size, specialty, market share or location.  The most exciting aspect of the Council idea is the way it can transform a firm into a knowledge and market leader through active participation in the industry and by evaluating talent, ensuring each hire is the right hire.

The presentation was fantastic.  Alison was very informative, educational and fun.  Some of the trends she illustrated for us were: Raw, Collage, Sleek & Sculpture, Geometry Revisited, Nesting and Filigree & Lace.  Each trend was very unique and fresh.    Raw, natural or reclaimed materials, not only speaks to the “green” movement but also allows for the history of a space to come through.  Many of the Raw spaces were old pubs, clubs or even laundromats.  Geometry Revisited is the use of shapes to create an experience or focal point, for instance:

While the new trends are exciting, and the reason we were all there to meet and listen to Alison, the biggest take away for me was how cool Wal-Mart is getting.

No.  That was not a typo.

Now to clarify; compared to a Barney’s Holiday window Wal-Mart is still on the conservative side of the spectrum.  However, Wal-Mart is really taking a very interesting approach to the store experience.  The most notable and commented on was the liberal use of skylights in the space.  Each store seemed to be flooded with natural light.  Of course the correlation between sunlight and sales is well documented.  The influence of natural light on the mood of the buyer is so positive even Seattle has outdoor shopping.

Wal-Mart is also creating small vignettes in the store.  These areas, taken from lucrative rack space, demonstrate creative ways to use Wal-Mart product.  I am sure this clever strategy has increased add-on sales considerably.  While not new to the industry I feel this is a great step forward for Wal-Mart.

“Honey, I went in for pillows but the bedding looked so nice, and the curtains matched so well, I had to buy it all!”

These vignettes are also being developed to be neighborhood specific.  A store that sells a great deal of wine might have a slick wine shop inviting customers in.

Another way that Wal-Mart is making a more inviting space is by simply curving end racks.  A simple curve out towards the customer creates a unique space that is unique and inviting.

It is no secret that retail has been hit very hard.  Many of my clients, colleagues and friends have had a very difficult 18 months.  While I would never wish the past year and a half on anyone, and hope we never see the likes of them again, these hardships have had a very interesting effect.  Creativity and courage to create retail spaces that truly transport us has increased.  Retailers are truly thinking outside the box to get us into their stores and it is very exciting to watch.

My newest love is the Ferrari 612 GTO Concept.  Sasha Selipanov’s concept is truly a thing of beauty.

Warning!  Viewing of the photos below may induce: Binary Code lust, drooling and  lack of focus on work (I know that’s were you are as you read this).

Drool worthy design on four wheels.

Ferrari GTO concept back angle.

I warned you.