Monthly Archives: April 2011

A Powerful Company Tool

In my previous post, I referenced our company vision statement and wrote about how it has been pulling us toward higher objectives. As it’s rather an unusual model, I thought I’d show it and say a little more about how it came to be and how it is used. We are a company with many tools, from simple hand tools, to powerful CNC tools to some very high-tech software tools, but no other tool is as powerful as our Shared Vision.

It developed from a mid-course correction that happened in the late 1980’s, and has been continually evolving ever since. The correction came because I began to recognize that my leadership wasn’t as inclusive as it needed to be to create a great company. I wanted to work in a place in which the best outcomes in service and products emanate naturally. I knew we couldn’t achieve our full potential unless everyone pulled and pushed with the same intensity.

When I put myself in the shoes of my fellow associates, I realized my management methods weren’t going to lead to the future I wanted. Essentially, I came to understand that I needed to release my personal tendency to control because passion and commitment can’t be commanded, but instead can only grow in a more natural and organic way within each individual.

When it comes to what happens in the hearts of people, I had learned the hard way that we can only control some of the context, but none of the content.

With these hard-won realizations, I brought the company together and thanked them for doing their best to help me realize my visions over the previous years, and then went on to express my interest in starting a new era in which I could join them in pursuit of our collective vision.  In order to do that, though, we’d have to find a way to agree about what it was, and express it in a way that we could all work toward its fulfillment.

It started with pieces of paper pinned up to big bulletin board, each one with a statement about principles, values or actions each person thought we should be working toward or doing. We then divided them up in categories, worked on the wording and then worked to find consensus about what they meant and what we could do to make them a part of our efforts.

It took a long, long time! We had to find time to meet. We had to learn how to communicate and listen as we never had in the past. We had to reach agreement on important principles, though we were then and now anything but a monoculture of people and attitudes. The Shared Vision existed in bulletin board form for several years, with very much the organization you see below, but for quite some time it was also separated into several groups by color, with green being the statements that had consensus, yellow the ones we were currently working on, and red being the outliers.

Here’s a slightly out-of-date edition. You can click on it to see more detail.

As you can see, what we eventually came up with is anything but a linear document. We came to feel that our principles and company values should be the drivers of our actions. We organized the statements and the actions to show us graphically that there is consistency between what we do and what we believe.

Like any good vision statement, this one is a bugger. It mostly reminds us that there is still are still gaps; we’re still falling short on this and that, and there’s more work to do. Because of that immutable fact, most of the editing in the past ten years has been in the action area, not the principle/value core of the document.

Of course, a good Shared Vision does not automatically make us a great company, but it does make us a better company. I also think it makes me a better leader. I can point to our values, not my own, when pressing for a new initiative. It’s also empowering because our collective vision is bigger than mine was.

The other obvious benefit is that what it does for me, it also does for everyone else in the company. If you can reference the Shared Vision with your idea (or complaint), you’ve got our attention. We always have more work to do, one more thing to improve or change or do. Which is why I always say…onward!

Sacred Personal Cathedrals

I met with a couple (I’ll call them the Smiths) a few days ago who just a week earlier had lost their home in a fire. They were still very emotional about their loss, but as no one was home at the time, they were very thankful that they and their children were never endangered. They were also thankful their children only had to deal with the post-fire acceptance of loss, not the horrific event itself. It is interesting how tragedy begets a more nuanced and heightened sense of gratitude.

Speaking for myself, hard times and personal tragedies have also recalibrated my own under-utilized thankfulness meter and sorted out true priorities. In that same context, what I learned from the Smiths about their home was instructive. My purpose was to learn as much as I could about their house to help us get to a conversation about the time, logistics and the estimated cost of replacing it. But for a few minutes, we were somewhat disconnected. My questions were about how well the building functioned for their needs, and about finishes, equipment and features that were important to them. The Smiths’ answers, on the other hand, were about how it made them feel, and its deep effect on their family.

So my questions were superficial, but their answers were profound. I listened for a few minutes and was reminded again what a home often really means to people:

“It held us tight”

“There was plenty of space, but it still kept us close.”

“We were so secure there. It felt good to be there together.”

“It was well built, and made me happy and proud.”

“It was beautiful, simple and comfortable…just good place for living.”

“That home made us forget about the world’s problems and remember our family.”

“For the kids, it was a paradise…and so much fun.”

It isn’t a very big insight to realize that homes are not just about their boards, bricks, ducts and pipes; what mostly matters is their effect on improving the quality of lives. Yet we so easily forget, or perhaps we get sidetracked by the building basics, including technology, engineering, building science and all the attention that’s paid to style and stuff.

I’m happy to say the Smiths and I ultimately connected in the conversation and we were able to talk about the deeper aspects of the home they lost, but we also got into some of the physical details so that I could start thinking about what it might take to replace the building as soon as possible. Of course their comments also raised the ante about what needed to be replaced. I know we can build a very good quality building, but as designers and builders, how do we go about trying to build a home that will have that sense of deep meaning and purpose?

In my experience, I think the “sidetracked” perspective is the professional norm. At the center of our work are the mechanics and logistics of creating the physical environment, and we often give no thought to the emotional and psychological effects of the places we build. Even designers and architects often get more involved with the basics of form and function and aren’t typically openly aspirational about the deeper impacts on lives. At least they don’t talk about it much.

I don’t intend this as a criticism, because that higher bar is about the human interaction with the built environment, and we’re only involved with the context, not the daily living content. But as architects and builders, I think we could be much more tuned to the things that deeply matter in people’s lives, not just the built environment. How do our buildings affect how people feel? What impact does a living space have on relationships? One thing is certain: physical context and life content are not disconnected.

At least that’s how I’m thinking today as I contemplate how we can rebuild what obviously had become something really important in the Smiths’ lives. How do we go about trying to build a place that will “hold them tight?” What can we do to ensure that the house helps return them to a place in which they are “happy and proud” again? Though these things are fuzzy, elusive and intangible, can’t we still strive for them?

It’s an important question and challenge, which we accepted years ago, when our company was working on our “Shared Vision.” We engaged everyone in the company in a process to define our principles, values and actions. We wanted the former to guide the latter. What came out of that effort has been a living document that we’ve been able to use as a basis for our ongoing improvements and new initiatives ever since.

The core concepts haven’t changed, but functionally we’ve reconfigured ourselves substantially several times as we’ve pursued our higher goals.  We realized 20 years ago that our clients seek us out for something far more important than simply a good quality shelter, or a timberframe, or even something as functionally good as a zero net home or a Passive House. Those things may be in the conversation, but the real goal for most people is bigger still. Therefore, at the heart of our Shared Vision, it says:

“Through process and product, we will strive to improve the quality of lives.”

It’s a simple statement, but took some collective digging to uncover. Coming from a group of people who get a thrill out of making things, it was an acknowledgement that our constructions are secondary to the lives of those who inhabit them. Therefore, there’s necessarily a deeper purpose–as emotionally discussed with the Smiths–about what a home can and should mean to peoples’ lives.

For our company, that objective has been a guiding ideal for our constantly unfolding improvements. It’s not as if we can ever essentially achieve it because we don’t exactly know what success means for each individual. Still, pursuing that goal has changed us in fundamental ways. Now everything matters. We won’t impact lives deeply if we do only one kind of thing well. We have to do everything well. Cost and budgets matter immensely. So does the building experience itself; it shouldn’t be a trial of stress for the owners. Materials matter. And of course fit and finish. It also matters immensely that we try to create places that enhance life and living in ways big and small.

Tall order. But what does that mean exactly? I’m certainly not going to try to answer that question here, but I will say that just the realization that the ultimate value of our work goes way beyond the physical products we create is a critical beginning. Attitude impacts performance. We can either see ourselves as prosaic mechanics just plying our building trades day after day, or we can see ourselves as involved with a high calling that at its best results in the building of sacred personal cathedrals for common people.

Now I have some important work to do for the Smiths. They need their sacred cathedral restored.