A Leader's Guide: How to Equip and Energize AEC Professionals

In the Architecture, Engineering, and Construction (AEC) services sector, a crucial role of firm leaders is to equip and energize their project teams for success. This involves providing:

1. Vision: Clear direction and purpose for both the projects and the organization.
2. Systems: Standardized and evolving methods for accomplishing work.
3. Attention: Understanding the challenges, mindsets, and achievements of the project teams.

Key to understanding this, the work of a project, and the work of building your firm both need to be understood and valued as an adventure.

Vision

The Jim Collins – Jerry Porras vision framework, detailed in BE 2.0 (Beyond Entrepreneurship 2.0): Turning Your Business into an Enduring Great Company by Jim Collins and William Lazier (2020), is a straightforward approach to defining a clear vision for both a company and a project. This framework consists of two major elements: Core Ideology and Envisioned Future.

Core Ideology

Core Ideology includes core values and core purpose. Core values represent deeply held beliefs that guide an organization's actions. These values are non-negotiable and understood by everyone. Similarly, project values, though temporary, should be agreed upon by major stakeholders and hold significant importance during the project's lifespan.

The core purpose of an organization is fundamental and unchanging. According to Collins and Porras, it is discovered rather than created. This purpose is the aspirational motivation that excites professionals about their work, beyond the services they provide. Project teams must also discover a core purpose that inspires them to produce their best work.

Envisioned Future

The term BHAG (Big, Hairy, Audacious Goal) is used to describe a challenging mission that excites and inspires professionals. For an organization, a BHAG may take a decade or more to achieve. For a project, it is the delivery of the project in a manner that significantly challenges the team. Leaders can engage people in doing their best work by setting objectives that may seem daunting and therefore adventurous.

Systems

Leaders must equip their teams with standard work processes that have proven value. The Last Planner System? is an example of a system for planning and coordinating work across multiple disciplines. Standard approaches should be in place for repeated activities, with visual representations like flow charts or checklists to help people understand the best way to perform tasks and improve processes.

For instance, while the Last Planner System has defined elements, organizations and project teams can develop different processes to support its implementation. Leaders should clearly define project delivery systems through process maps and checklists, ensuring consistency and alignment with values, purpose, and goals.

Systems keep people safe and allow them to focus their energy on the ambition to achieve big goals.

Attention

Effective leaders delegate but do not abandon their teams. Regular engagement with professionals is vital for:

1. Communicating and reinforcing values, purpose, and the BHAG.
2. Understanding team members as individuals to align their talents with organizational goals.
3. Identifying obstacles that hinder performance.

Leaders should engage with their teams firsthand, through methods like management by walking around or direct improvement coaching. For large organizations, leaders can set an example by regularly engaging with their direct reports and representatives from all functions. Your leadership energy directly feeds the energy others need to do their best work.

Summary

Equipping project-based AEC professionals involves providing vision, systems, and attention. Leaders must define clear values and purposes, establish standardized processes, and maintain regular engagement with their teams to ensure success. This provides people with the energy they need to achieve ambitious goals.

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