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INDUSTRY NEWS ARCHITECTURE ADDS 2,200 JOBS IN OCTOBER Architectural and engineering services employed roughly 1.44 million people in the United States in November, according to the employment report released from the U.S. Bureau of Labor Statistics. Overall, this sector of the economy lost 1,100 jobs last month. The bureau also released data showing how smaller parts of this larger sector fared a month earlier, in October. Architecture added 2,200 jobs in October, which is the strongest growth for the industry since June. The industry lost 900 jobs in September (revised from the 700 jobs that the bureau initially reported). Landscape architecture added 100 jobs in October. That’s better than September’s loss of 300 jobs and equal or stronger growth than four of the other nine months of 2015. It’s still nowhere near the 3,000 jobs the industry added in April. Jobs in engineering and drafting services

increased by 5,300 in October, which is the strongest growth for the sector since November 2014.

Overall, these three industries — part of the larger architectural and engineering services sector — added 7,600 jobs in October.

ED FRIEDRICHS, from page 3

driven by and capable of leading in one or more of these areas. Typically, one would be an “outside” person, really good at marketing and communication, listening well to and designing for a client. Another might be more of an “inside” person, focusing on technical excellence, creating a collaborative environment among team members and other stakeholders. “Just because a person is made a principal, it doesn’t mean they automatically know how to act upon the change in their role in the firm. What should they be held accountable for? What behavior should they display?” Each leader should develop his or her own set of strengths and interests based on personal passion, ability, and energy, always searching for a partner or two with complementary strengths. As you develop your own specific strengths, take ownership of one or more of the roles I’ve described above. Accept responsibility for achieving excellence in that role. Identify your complementary partner(s). This is how the leaders of your firm will come to know that you are ready to become a principal. If you’re part of the leadership team, this is how you’ll recognize those who should be promoted and how you’ll define their role as a principal. EDWARD FRIEDRICHS, FAIA, FIIDA, is a Zweig Group consultant and former CEO and president of Gensler . Contact him at efriedrichs@ zweiggroup.com.

you can treat him or her as a collaborator in achieving excel- lence. It’s up to your leadership to create an atmosphere that inspires all participants to be part of achieving excellence. Apply a management style that achieves financial success for the firm and for your client. As a leader, does your team un- derstand the tasks they’re being charged with and the time/ fees they have to accomplish these tasks well? Do they feel that they share the responsibility to do so, or do they resent what you’ve thrown at them? Foster an environment that achieves a positive team esprit, happiness, and a sense of pride in accomplishment. Encour- age ongoing professional learning and career development among team members. Develop a design approach that is driven by your client’s needs, budget, and schedule, not just by your desire to win design recognition. These are not mutually exclusive goals. In fact, if you don’t seek to achieve both objectives, you’re not excelling. Share your design innovation and successes with others in the firm and within the profession and marketplace at large in order to bring visibility to your work and to ad- vance the “state of the art” in the profession. Continually strive for technical innovation and excellence in the quality of your drawings and specifications, through continual learning about the best ways to communicate with contractors and subcontractors and through your knowledge of materials and systems and their performance in the real world. All of these roles must be executed with skill, energy, and commitment, but in the real world, there is no single individual who can or wants to be accountable for high achievement in each of these realms. This is why we, at Gensler, had a “rule of two” (and sometimes three) leaders of a “studio,” our basic business unit. These leaders were

THE ZWEIG LETTER JANUARY 4, 2016, ISSUE 1133

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