By Timothy C. Hawk, FAIA
Migrating firm culture to attract, energize, and empower the next generation of architects.
My wife and I loved living in Chicago. The city was always alive. It was diverse and full of people who think, and I learned to have a lot of respect for urban living. But, something was missing from my career. Practicing in Chicago just seemed like a job, and I knew I wanted something more. My dream was always linked to leading, shaping, and forming organizations.
So, when I received an amazing leadership opportunity in Columbus, my young family and I packed up our things and headed back east. I haven’t looked back since. Every waking hour—and during some that I am asleep—I do my best to steer the ship of my 46-year-old fledgling firm.
I joined Wandel & Schnell, Architects in 1993. By 1995 I had been offered a position as principal and partner. In 1998 I exercised my stock options and became a partner, and in 2004, when the original partners began their transition to retirement, I became the President of the Board. I cannot state that every day has been peaches and cream, but I can guarantee that I have used every single tool in my box to keep this enterprise moving forward. And through it all, I have gained exposure to an amazing collection of experiences. Here are just a few:
My collection of experiences
Ownership is not for everyone, and to be more explicit, ownership transition of a small firm can’t be pulled off by most architects. It takes a generalist mentality by a tenacious, persistent personality with lots of passion. Not only does one have to juggle all of the balls that are typically a part of managing a small firm (design, project management, billing and financial oversight, business development, sales, construction administration, coaching and mentoring emerging architects); but, the transitional firm leader must grapple with the transitional lethargy of an established brand and a strong legacy which has sustained the organization over time. In my case, I commenced the transition eight years prior and fully acquired the firm in its thirty-fifth year. Now in our forty-sixth year, the firm is a much different place than it was in 1998. But, importantly, the firm has the same core mission.
Start a firm from scratch, and you have no legacy and probably need to focus on establishing a brand. Conversely, transition an existing firm, and one quickly recognizes that the legacy can overpower your hopes for the future. The firm is defined by its past, like it or not. The largest problem with a legacy is that the original partners are gone, and your public image suffers from a disconnect. Consumers and our partners in the building industry wonder if the firm will be able to maintain its status, and one slip can create a public relations nightmare. Gaining the confidence of the public and the industry will take time and a lot of sweat equity. New leaders need to be fully committed and agile.
As a transitional leader, you assume the helm of the firm at full speed. Imagine trying to take over the wheel of a beautiful old car while it is racing down the freeway at high speed. Even though you have been in the car for the ride for some time, you are suddenly responsible for the wheel and quite often have no idea what the road ahead might bring. All of a sudden, you bring a new leadership style to the helm. Existing employees might be shocked by the change. Clients grow concerned about the void that is created by the departure of “their” firm owners, and consulting teams may be concerned about your ability to maintain the firm. It is a natural reaction. Change concerns most people.
With the departure of the previous generation, new leaders fully assume all of the risk, warts and all. Architectural projects typically unfold over years, and I distinctly remember acquiring a couple of projects that were in the midst of a bumpy construction process. This can be a huge distraction from the true transitional needs. When I say the work doubles, I mean the work doubles. No exaggeration.
On the flip side, you inherit the entire portfolio and the firm’s reputation. For me, a few months after I assumed the leadership position, we were fortunate to be awarded the gold medal in the State of Ohio which made the inherited legacy even more valuable. Of course, I had contributed to the firm’s spirit for years, but in large part, the Gold Medal status was earned by the leadership of the firm’s original partners, Bob Wandel, AIA and Tom Schnell, AIA. Their efforts established the rock solid foundation of the firm, which is pretty hard to shake.
One cannot successfully transition an organization without the support of a contributing staff. Open, transparent, and timely communication was key, and at our firm we spent a lot of energy to establish a leadership development program for emerging leaders. The message was clear: you can be a future leader too. At my firm we had four people agree to participate, and one grew to become a firm leader. Regardless, the program helped to gather minds around strategic planning which has contributed to the firm’s enduring energy.
There is a lot of merit in “moving on” quickly. We migrated our name to WSA Studio to signal a new generation of leadership and to embrace our future. At the same time, we relocated our studio to a historic building in a transitioning neighborhood to provide a physical manifestation of our commitment to change. Yes, the moves created challenges in continuity, but these decisions simultaneously helped to re-focus the public on progress and clarified the firm’s intent to compete in a future market.
Conclusion
Above all, know that transitioning a firm is challenging, and only one thing can ensure success. Our firm was established at its conception with a vision for a specific practice methodology. Mr. Wandel and Mr. Schnell established a firm rooted in respect for participants, design context, and the professional obligation of the architect. For thirty-five years they continually worked to implement that mission, and those of us who help it endure share that same passion. We have committed ourselves to a practice model which elevates our day-to-day work. We believe in WSA Studio.
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Timothy C. Hawk, FAIA is President of Columbus-based WSA Studio and holds expertise in the design of interior environments which foster innovation. He has prepared space programs, designs, and documents for corporate and educational clients and is a strong collaborator noted for value orientation, communication skills and context driven design. Hawk holds a Master of Architecture from Ohio State University. He joined WSA Studio in 1993, became a principal in 1998 and assumed the firm’s leadership position in 2004. Hawk has served as the national chair of the AIA Interior Architecture Committee, is the current Ohio Valley Representative to the National Strategic Council, and is a Fellow of the American Institute of Architects. Hawk has presented nationally on topics of interest to designers throughout his career.
(Return to the cover of the 2016 PM Digest: Ownership Transition)