In architecture, people often think of buildings as the product. Actually, buildings are the byproduct of relationships, the most successful of which are trust-based and enduring. Cultivating trusting relationship is the foundation for creating a meaningful, growing practice.
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There are a number of management statements that architectural firms develop as tools for leadership to use in managing, motivating, and inspiring employees or groups. These statements help to define and communicate a firm’s culture, purpose, and trajectory.
Conducting a Mission Statement development exercise within an architect’s practice can help to rally the firm around a few key concepts that define what the firm is in business to achieve.
Vision Statements are developed to steer an architectural practice toward a future state, but framed in language that reflects this desired vision as the current situation.
Value Statements are made up of a series of ideas that summarize the moral and ethical code by which an architectural firm expects its employees to operate. It sets the framework for clarifying what is acceptable behavior and what is not in the workplace.
A clear Position Statement means that people will be able self-select, in other words, determine whether or not your firm is suited to their needs. Strong positioning actually leads people to your firm.