1146

BUSINESS NEWS DODGE MOMENTUM INDEX INCREASES IN FEBRUARY. The Dodge Momentum Index climbed 0.5 percent in February to 126.1 (2000=100) from its revised January reading of 125.5. The Momentum Index is a monthly measure of the first (or initial) report for nonresidential building projects in planning, which have been shown to lead construction spending for nonresidential buildings by a full year. February’s increase was the third consecutive month- to-month gain for the Index, as a 1.0 percent pickup by commercial planning reports overcame a slight 0.1 percent decline by institutional planning. While commercial planning activity is still below the levels present throughout much of 2015, it has made a moderate recovery following the decline witnessed in late-2015. Institutional planning, despite easing back in February, continues to be above last year’s levels due to the generally upward trend registered over the course of 2015. In February, seven projects entered planning with a value that exceeded $100 million. For the commercial building sector, the leading projects were a $190 million office renovation in New York City; a $140 million hotel and casino in Gulfport, Mississippi; and a $129 million mixed-use project in Long Island City, New York. For the institutional building sector, the leading projects were a $500 million medical complex in Indianapolis and a $180 million hospital in Valhalla, New York. Dodge Data & Analytics’ monthly Dodge Momentum Index is a 12-month leading indicator of construction spending for non-residential building. The index is an early and accurate leading indicator of future construction spending.

ED FRIEDRICHS, from page 11

proud of. An agreed-upon mission that we strive to achieve together means we do well together, our enterprise does well, and each of us does well as individuals. In achieving that com- mon goal we’ll all share great pride in what it’s done for our community. It takes hard work and patience to adhere to and deliver on these three commitments. There are frequently obstacles and attitudes based on past experience to overcome. Conflicting ideas and circumstances spring up all the time. How we deal with them either builds or destroys trust and respect. I have learned to ask one simple question, and teach others to do the same when a disagreement arises. I don’t blurt out what’s wrong with the other person’s idea, or tell the person how we’re going to do it because they’re so obviously wrong. I simply say, “Tell me more about that.” I sincerely want to explore the issue thoroughly together, demonstrating a respect for everyone’s point-of- view. I may learn something that changes my mind or vice versa. At the very least, we build trust when we are each committed to working together to find the best solution to the issue at hand. We make a commitment to not stop the conversation until all parties concur with a decision and direction. I’ve found this very effective in interacting with public officials and staff as well. If we invest the time to seek out and agree to common goals for what we’re trying to accomplish, we build trust. If we demonstrate respect for each person’s ideas, we build trust further. What a wonderful experience it is when the entire city council or planning commission turns to an outlier, who has stubbornly refused to help find a solution, and tells the person to please take it up with one of them after the hearing. These are not simple habits to form, but are very effective when you do. Please try them and let me know how they work for you. EDWARD FRIEDRICHS, FAIA, FIIDA, is a consultant with Zweig Group and the former CEO and president of Gensler . Contact him at efriedrichs@zweiggroup.com.

and commitment to the mission, a shared notion of what we’re doing together, the process we’re using, and what the positive effects and benefits will be for our community. A caveat: The group I’m currently working with subscribes to a “no a-- holes” rule. This applies to individuals as well as companies. The firm’s principals have been quite selective about the people they’ve hired and the consultants and contractors with whom they partner. In other words, people and firms with a high respect coefficient. There are exceptions. We’re committed to a specific locale and can’t choose to pick up our tent and go somewhere else. Many cities start out with a predisposed adversarial attitude toward developers and architects, based on previous experiences when trust was betrayed because truth was not a priority. City officials may have become embittered, or caught up in their own power/ego trips. “We make a commitment to not stop the conversation until all parties concur with a decision and direction.” Trust and respect are reciprocal. We can choose to trust and respect, but if the response is still adversarial, we will not have a fruitful relationship. We have to learn how to build respectful and trusting relationships. Building such relationships starts with three commitments: 1)Always tell the truth. The slightest deviation from truthful- ness destroys trust instantaneously. 2)Learn deeply about every person with whom we’ll in- teract. Asking another person about themselves, who they are and what they value is the highest form of respect. Talk- ing primarily about yourself degrades the relationship quite quickly. 3)Work toward defining a shared mission. A clear under- standing of purpose and intent on the part of each partici- pant will lead to a successful outcome that everyone will be

THE ZWEIG LETTER April 4, 2016, ISSUE 1146

Made with FlippingBook Annual report