“It's about being part of the team, not beside the team,” sums up Jenny Lovell, Director at Allies & Morrison. “Showing you're willing to roll up your sleeves and work with them.”
Like many architects, Lovell and her colleagues now work to a hybrid model; a mix of working from home and being in the office. She observes that in many ways it has been helpful in addressing the long hours culture that has too long been seen as part and parcel of being an architect.
“There is a better understanding that we all have different needs and schedules,” Lovell observes. “A team leader needs to recognise that 9pm might actually be the most convenient time for a colleague to be emailing across some work, particularly if they have family commitments.”
At the same time, there is always the risk that it can create a different unhealthy culture: that of always being at work, and always available.
Ensure colleagues are taking care of themselves
It’s important to pay attention to any unusual times a colleague might be sending emails. Lovell will address it with a colleague by mentioning it in passing, as an aside from a conversation. She will not turn it into a big deal – a colleague should not feel as if they are being spied upon or told off - but will try to frame the observation in an empathetic way. She will mention that she noticed the late (or early) time and ask if everything is okay.
“Just occasionally, and very much as an exception, it might be necessary to work a few extra hours. But late night or all night working should be out of the question: it’s a sign that something has gone seriously wrong.”
When the team is in the office, if one of those exceptions comes up, Lovell will stay with the team even if she does not contribute to that particular work. Her presence is partly a gesture of solidarity, partly to ensure that the team goes home at a reasonable time. She will stand up when the time comes and tell the team that enough is enough: it is time to leave.
Lovell is one of several speakers who will be presenting at RIBA Future Leaders 2022: Leading Teams on 4 May 2022. She will share further insights and tips into good communication across teams at the event.
Help the team manage their time right from the start
“My preference is that we try to do it all in work hours,” Lovell states, “and that comes down to resourcing and programming projects properly”.
When putting fees together, or additional fees, it is important to discuss frankly with individual team members how long they think certain aspects will take. Lovell often finds team members might underestimate the number of drawings that a project is likely to require.
“With a lot of drawings comes the time it takes just to open them, or to make PDFs and check them,” she points out. “An architect might allow for a number of changes, but overlook the amount of housekeeping associated with it all.”
Kick it into play
For Lovell, one key to keeping projects moving - and thus avoiding last minute panics – is her policy of “kicking things into play”: letting go of an aspect of a project and not holding onto them for any longer than necessary.
“Remember that when you're working with the design team or a project team, there are pieces of information those other people need in order to get on with their job,” she points out. “Instead of holding onto something - perhaps out of undue perfectionism - give it to someone else to run with.”
As soon as the team is reasonably happy that their work is basically viable, they should actively seek the input of others. Perhaps a layout could benefit from some insight from MEP consultants. Otherwise, they might simply be holding on to a problem.
“Remote working has really helped us here because it is much easier for an engineer to spare five minutes in which you can ask them to look at a detail you can share on your screen. Keep the wider project team up to speed and keep things moving.”
Be firm with clients
Sometimes, no matter how efficiently the project is progressing, a client may make unreasonable requests that impact upon the team. A good team leader must keep a close eye on the client’s demands.
“Picking up the phone is so much better than letting matters trundle on in emails,” Lovell advises. “Speak to the client directly.”
She points out that clients often do not appreciate how much of a domino effect their requested changes have, and that your honesty and clarity will be understood.
“You can be frank: tell them you are working very hard to meet their deadlines but they are moving the goalposts. Inform them that you are happy to deliver but that they need to prioritise: they cannot have everything they now say they need within the previously agreed deadline.”
Jenny Lovell will be sharing more insights and tips into good communication across teams at RIBA Future Leaders 2022: Leading Teams on May 4. Tickets are now available.
Thanks to Jenny Lovell, Director, Allies & Morrison.
The Architects Mental Wellbeing Toolkit is a valuable resource containing tips and advice for both employers and employees about working efficiently while taking care of your mental wellbeing.
Text by Matt Milton. This is a Professional Feature edited by the RIBA Practice team. Send us your feedback and ideas.
RIBA Core Curriculum topic: Health and wellbeing.
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