One Question Series: Part 5, Examples of Equity

What happens when you ask the same question to five designers with five different backgrounds? You get five very different answers that will put you in someone else’s shoes. From firm principals to emerging professionals, we’re diving in to better understand—and share—others’ personal perspectives. This is the fifth and final installment of the monthly series—“One Question”—produced by our Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee. 

In partnership with the Colorado Chapter of the National Organization of Minority Architects, we invite you to see through the lenses of five different practitioners to learn how their unique backgrounds shape experiences in the firm and their approaches to design.


QUESTION NO. 5
Give us an example of how your current or previous workplace has prioritized equity and inclusion in the firm’s culture and/or projects.


Patricia Joseph, AIA, NOMA
Associate Project Architect at The Abo Group
President-Elect of NOMA Colorado
Lecturer, CU Denver College of Architecture & Planning

“There has been a humbling and hopeful shift within architectural firms in our community. We have been included in that shift toward making J.E.D.I. a priority. With the death of George Floyd and the constraints of a pandemic, issues concerning J.E.D.I. could no longer be ignored. We found ourselves in a twilight zone that allowed it to become a priority, many firms and organizations created safe spaces for BIPOC individuals and their allies through various forms of J.E.D.I. committees. We were finally given space to collect and voice our thoughts but not enough power to enact change.

We have not seen enough examples of J.E.D.I. prioritized through projects yet. Yes, project teams are becoming diversified or winning projects through diverse hires. But where are the stories of the project team matching the diversity of their client or the project community? We should be providing architectural services that consider equitable solutions for the client and the project community. Few examples exist, especially when compared to how much we prioritize sustainability, accessibility, or energy conservation over equity and inclusion.

We have committees, employee resources groups, and many POC being promoted to diversity chair roles, white little at the high-level has changed. POC, especially black people, are not seeing the fruits of having J.E.D.I. committees in place or being promoted to higher levels of leadership. Firms should continue to have these support groups not only as a resource to employees, but as a catalyst for leaders to enact change. Without this level of prioritization, we will continue to have the uneasy feeling that the hype around J.E.D.I. is fading.”

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“Our firm is committed to equity and inclusion in our culture and career development. We understand that each team member is unique and has varying access to resources and privileges. By providing fair opportunities for all team members based on their individual needs, we foster an environment where people can bring their whole selves to the work, have open collaboration, transparency and understanding. Part of my leadership role is working with the individual and the team to identify where more support may be needed to help each team member feel comfortable, confident, and safe. I believe that this approach to our culture results in better design, impactful projects and more fun!

At the core of equity and inclusion at R+B is operating with transparency. First, we conduct semi-annual wellness surveys and share the results with our team. We openly invite team members to participate in firm committees, including J.E.D.I. and Sustainability Committees. Through both surveys and committees, we elicit feedback from the entire team and make recommended changes. Part of our transparency is demystifying the profession and supporting each team member through a workforce education program. This includes weekly “lunch and learns” for professional growth, a professional development program, and robust mentorship program. The AIA Colorado Practice and Design Conference is back in person this year and we are excited to invite and sponsor all 40 of our team members to participate. Lastly, by making our role descriptions accessible to all, both on our server and on our website, it encourages team members to discuss and create goals for career advancements and leadership positions, reviewed semi-annually.

Everyone on our team contributes and makes us whole. Our firm’s diverse cross-level representation is important to our success. Our team is 46% female and 50% of our executive team is female. We believe in elevating from within and all promotions are listed internally first before being posted. Wage equity is prioritized and is achieved through pay equity analysis, strategic salary banding for fair hiring practices and merit increases and listing salaries on job postings. Benefits are inclusive and accessible to all team members, including family health insurance and spousal health for all types of couples. Two years ago, through the recommendation of our J.E.D.I. Committee, we implemented a floating holiday to celebrate diverse holidays.

I am proud that our firm’s commitment to equity and inclusion was recognized with the Just Label in 2022. We have done a lot in our 19 years of firm life to create a supportive culture and continue to listen, learn and grow each year. I am humbled by our team and everyone’s deep care for each other and willingness to openly participate. We work hard and play hard together!”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“The biggest cultural change for equity and inclusion at my workplace was the formulation of a J.E.D.I. committee in the wake of the 2020 social justice movement. I witnessed a shift in focus to align with projects and clients that prioritize equity, diversity, and inclusion. There was also more emphasis in partnering with diverse and minority consultants. Before 2020 there were boilerplate statements referencing the fair employment act as a standard for DEI. Any company can claim allyship in this way by simply following the law. Allyship can be empathetic and passive while an agent brings the action. In these 2 years since, I’ve observed a movement away from allyship and towards agency by making a commitment to uphold equitable and unbiased practices.

An institution or company’s commitment to DEI is not outlined purely in a policy, statement, or action plan. It’s repacking the values of empathy, representation, and support. Measuring diversity and inclusion is complex and nonlinear; actions speak louder than metrics. It takes building critical consciousness by seeking to diversify multicultural perspective and analysis. A successful tool was creating a connection point that increased the avenues for voices to be heard. Our internal forum provided a means to instigate dialog via sharing tips, educational books/podcasts, and strategies. There is an emphasis on connecting the links between big societal problems in everyday actions. Our group added Juneteenth as an official work holiday to align with a holistic view brought on by the impact of the social justice movement. In some way we’ve created a catalog to identify plans to take real action, as well as nurture and execute reform through opportunities for everyone involved to get educated.

There is a huge importance of learning from educators; DEI is no exception in this regard. The program takes budget, executive buy-in, and integration at all levels. We’ve consistently invited DEI consultants and specialists to educate our group in wholesome narratives. This speaks to an investment in training/coaching and developing cultural competence. There’s also championing of pay equity, advancement opportunities, and occasions to find diverse candidates through networking and actively recruiting at HBCUs. I’m fortunate to have a CEO that values and supports people doing the work of these initiatives.

Prioritizing equity and inclusion takes a range of traits, experiences, and backgrounds at different levels. It’s more than diverse leadership and filling a quota. We ignore embodied experiences and we miss important somatic and qualitative data when we quantify diversity by metrics only. Awakening a collective feeling where different voices are valued, accepted and supported cultivates a sense of belonging and pride in the work culture.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“In what I have seen, some firms have developed better frameworks than others on how to think critically when it comes to engaging equity and inclusion in the firm’s culture. I think one of the better ways of incorporating this type of work has been through establishing internal J.E.D.I. committees. This demonstrates a firm’s acknowledgment of inequality throughout the profession and their action to possibly do something about it. One of the major things a committee like this can provide is their retention rates in regards to BIPOC folk and how they set up those individuals towards licensure. This is the tiniest of seeds that need to be planted throughout all firms that truly want to see their culture shift towards a more inclusive one.

As J.E.D.I. committees become successful internally within firms, I believe that If we truly want to see a shift and change in the diversity of this profession there needs to be a standard set for everyone to follow and a sense of accountability. In doing so these internal J.E.D.I. committees established throughout firms can host a series of goals and report back their efforts to entities like AIA and NOMA. This would not only benefit the profession as a whole, but also the world around us by becoming more inclusive, sustainable, accessible, and equitable. We can’t let the movement that the summer of 2020 created fade, there needs to be a constant refueling and calibration of what we are trying to accomplish.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“I believe wholeheartedly that our work as architects is strengthened by the diversity, experiences, differing backgrounds and values of those with whom we work and collaborate. I also believe the uniqueness of individuals with whom we work directly influences a firm’s culture and quality of design. Regarding our firm, which is and has historically been a woman owned small business, we believe that we can achieve better design and project outcomes for our clients by facilitating open design discussions that are fully inclusive of all staff. We regularly hold firm-wide design dialogues and specific project charrette meetings, as well as design critiques, welcoming any and all input from the collective team. It is from these discussions that some of our most successful project design concepts and outcomes have emerged. I believe strongly that this approach has also directly contributed to enhancing our firm’s culture, specifically because of the diversity, differing perspectives and personal points of view that each of our team members bring to our firm and these discussions. Another important result of this approach is increased trust and respect among those on our team, resulting in prioritized equity and inclusion by all.


Our firm focuses almost exclusively on projects in the public sector, and those projects that aim to provide services and experiences which enhance the communities they serve. We immensely value and embrace the opportunities these projects provide to engage directly with community members and clients of all backgrounds, as so much of our work includes broader community outreach. Through these opportunities and the interactions that they provide, we collectively feel as though we are contributing to a greater good. This ultimately feeds our collective passion as a firm, respect for one another and defines our firm’s culture.”


We invite you to read or revisit previous questions in this series:

Question #1: “Describe how your career has been enhanced by exposure to diverse people, places, or experiences.”

Question #2: “How can we as a profession break down barriers for minorities in architecture?”

Question #3: “Tell us about a time when you were not able to bring your full identity into your work.”

Question #4: “Recall a moment when you witnessed unjust behavior. How did you act then and how might you act differently today?”

We’d like to extend our sincere gratitude to our One Question participants for their vulnerability and humility. This series will culminate in a live panel discussion reflecting on this project at the AIA Colorado Practice + Design Conference, November 2-4, 2022, in Keystone.

One Question Series: Part 4, Being a Bystander

What happens when you ask the same question to five designers with five different backgrounds? You get five very different answers that will put you in someone else’s shoes. From firm principals to emerging professionals, we’re diving in to better understand—and share—others’ personal perspectives. This is the fourth installment of the monthly series—“One Question”—produced by our Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee. 

In partnership with the Colorado Chapter of the National Organization of Minority Architects, we invite you to see through the lenses of five different practitioners to learn how their unique backgrounds shape experiences in the firm and their approaches to design.


QUESTION NO. 4
Recall a moment when you witnessed unjust behavior. How did you act then and how might you act differently today?


Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“I only recall a few instances early in my career of witnessing unjust behavior. Since then, I have been fortunate with regard to the character and integrity of those whom I work with most closely and feel the injustices witnessed years ago were actions of long-standing stereotypes throughout the history of our profession that we are actively working to break down today. These examples relate mostly to internal corporate power struggles but also perceptions of gender bias.

In retrospect, it is frustrating that there was not the awareness that there is today with regard to J.E.D.I. initiatives, and that those in the positions with the power to implement positive change did not recognize or prioritize this need. I have learned to express my concerns about this realization much more strongly, but at the time it wasn’t something that was as clearly in focus as it is today (at least for me personally as someone just starting my own career following graduation). Fortunately, my more recent professional experiences have included much greater diversity and equality. This, along with our collective introspection as a profession as it relates to justice within the workplace, has heightened my (and hopefully our collective) awareness, where I am now significantly more conditioned to consciously look for any instances of inequity or inappropriateness, not just within the workplace but also as it relates to prospective clients or broader team members with whom we may collaborate.”

Patricia Joseph, AIA, NOMA
Project Designer at Cuningham
President-Elect of NOMA Colorado
Lecturer, CU Denver College of Architecture & Planning

“If you were to ask me this question when I started my career in Architecture I wouldn’t be able to jump into conversation about a specific experience. At that time, I had enough emotional intelligence to be uncomfortable or upset, but not enough to identify the injustice itself. Fast forward to today and I can pinpoint several injustices that I have experienced, and I can recall the various ways I had to address them. Understanding what unjust behavior is and being able to identify it can feel similar to subconscious bias. However hard it may be to see, it is very real for the receiving person.

Most recently, the leadership within NOMA Colorado have heard far too many stories of unjust behavior from our emerging professionals and recent graduates. In response to these reports we have been able to engage in raw, straightforward communication with those responsible to address the behaviors directly. While we are addressing the unjust behavior, we are also thinking ahead, thinking about prevention. NOMA Colorado truly cares about making our organizations a safe and empowering place for our local professionals. We will not ignore the stories we hear from our members. We’re standing our ground and will not promote firms that disregard injustices within their communities.

We all have come a long way in terms of witnessing injustices and being able to do something about it. However, there is more work to be done, the era of complacency is gone, and we all have the responsibility to react appropriately. It’s 2022, if “you see something, you say something”.”

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“My circle of influence has been crystallizing and I continue to understand my voice and advocate within our profession for a better tomorrow. As a firm leader, along with my partners, we are laser focused on running an equitable firm based on just practices. We are a proponent of the Equal Pay For Equal Work Act mandating visibility with pay and opportunities. Our firm lists salaries with all job postings and provides strategic and equitable compensation amongst the team positions. Equal pay for equal work is paramount and is our backbone, creating balance and equity. We internally and externally post all promotional opportunities available within the firm and the transparency has resulted in talented yet unexpected team members rising to the top. I am vocal about our policies with other leaders and have witnessed their organizations making a change to be a more just workplace.

Valuing our work with clients is a just behavior we continue to defend. Over the last nineteen years, we have been asked multiple times in RFPs and interviews to perform services for reduced fees or for free. This is unjust and when agreed to erodes the equity for our team and our profession. Agreeing to undervalue our work results in unsustainable internal work demands to make up for the unbilled time.

Recently, we were asked to participate in a RFP for an exciting project we had been following for months. Part of the request included presenting design ideas at the interview. This is old behavior that must change. In our response of regret, we took advantage of the opportunity to educate the client about why it is an unjust policy and a disservice to the profession to ask for free work. We used our voice to speak up and make change. Our response gave a message to our team and to our client that together we can shape a different future.

Professional and personally, I try to always recognize and correct my own biases or unjust behavior. Our workplace has evolved, and my behavior also has. For example, I used to rely on nearby teammates to help with unexpected requests. This action does not give equal opportunity to the entire team and I am now purposeful about reaching out to someone I don’t “see” often and engage them to work together. I encourage the entire team to acknowledge and respect each others’ skills and strive to give equal opportunities to members at every level. I hope to foster a culture of openness and opportunity, where there is no room for unjust actions.”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“Injustice may be seen in all aspects of our society, and it is ingrained in our attitudes toward diversity and inclusion. These intersections form the fabric of our work/life dynamic, while in the background is a culture that fosters complicity in sustaining the status quo. As a BIPOC living and working in the United States, I’ve witnessed injustice in various forms, involving philosophy and/or overt prejudice. The safest approach was often to endure it or leave, but dealing with these difficulties in real time necessitates personal honesty and accountability, gained by experience.

Microaggressions are an interwoven part of our society. Unfortunately, implicit bias and stereotypes are commonplace when speaking from a position of comfort. “You’re articulate for a black person,” “You’re the exception because xyz,” or even a comment about my hair texture are examples of slights in conversations. This type of comfort makes it convenient to invalidate and refuse to acknowledge experiences. The emotional labor frequently falls on the marginalized group, so through introspection, I’ve learnt to pick my battles. There is an unsettling feeling of self-doubt when unpacking those comments. Is it because of my age/race/gender or is it because I’m not excelling at my tasks? How do I react in a way that doesn’t play into stereotypes? Changing people’s mind is not a sustainable objective but continuing a genuine narrative about accountability can be.

It’s ordinary to witness abuse of authority. It’s especially disheartening when there’s a sense of comfort in maintaining oblique narratives that establish a false sense of impartiality. In the year 2020, it became unacceptable to remain silent in the face of rampant police brutality. After 2020, many organizations recognized the value of forming a diversity committee and addressing injustice. In some cases, rather than encouraging actual progress, there was a diminishing value placed on authentic experiences, which undermined those initiatives. It’s promoting a “not all cops” mindset and refusing to support or engage with Black Lives Matter. From Emmett Teal to George Floyd, there has always been time for dialogue, but today there are true consequences for not participating in the effort to change.

There is no escape from the spectrum of racism; so, I emphasize the value of seeking places where differences are embraced and appreciated. I want to be associated with those who have the ability and desire to stand publicly against injustice. I recognize that my identity politics puts me on the front lines of navigating these events, but with every experience comes growth for the future.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“One of the unfortunate experiences I have witnessed was when some fellow students were hosting an exhibition on anti-racist spaces. Two professors who were not attached to the project caught my attention as they purposefully went into the exhibit space with an agenda. Their agenda was not to “debate” the content, but rather try to “disprove” the student’s methodology and overall work.

It was clear that the professors showed up to the exhibit without taking any time to read through the content and reflect upon the work that was displayed. Instead, they immediately jumped to the students and demanded they explain their work. It was obvious that these professors did not want to take the time to actually think through or try to understand the exhibition. The professors would jump in and out of the conversation, playing devil’s advocate.

Reflecting on this situation, I’m disappointed that I did not intervene and start asking the professors questions about the exhibit itself. I believe doing so would not only have helped them start thinking about the work, but also probably help them realize that their approach towards the students was not correct. Looking at this incident from an even bigger picture it is clear that there was an unconscious bias towards the students of color as they were approached by two white professors. Since then, I have lived with the regret of not doing anything and often think of the result had I intervened. I learned from this experience and now I abide by the motto: “doing something is better than doing nothing”.”


We invite you to read or revisit previous questions in this series:

Question #1: “Describe how your career has been enhanced by exposure to diverse people, places, or experiences.”

Question #2: “How can we as a profession break down barriers for minorities in architecture?”

Question #3: “Tell us about a time when you were not able to bring your full identity into your work.”

We’d like to extend our sincere gratitude to our One Question participants for their vulnerability and humility. Next month is our live panel discussion reflecting on this project at the AIA Colorado Practice + Design Conference, November 2-4, 2022, in Keystone.

One Question Series: Part 3, Being a Bystander

What happens when you ask the same question to five designers with five different backgrounds? You get five very different answers that will put you in someone else’s shoes. From firm principals to emerging professionals, we’re diving in to better understand—and share—others’ personal perspectives. This is the third installment of the monthly series—“One Question”—produced by our Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee. 

In partnership with the Colorado Chapter of the National Organization of Minority Architects, we invite you to see through the lenses of five different practitioners to learn how their unique backgrounds shape experiences in the firm and their approaches to design.


QUESTION NO. 3
Tell us about a time when you were not able to bring your full identity into your work.


Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“Throughout my experience in the practice of architecture I have found myself holding back from bringing my full identity into my work. As a Mexican queer professional, I believe the first barrier encountered is the draining biased standard of “professionalism”. The culture that has resulted from this so-called “professionalism” is rooted in white supremacy or the systemic, institutionalized centering of whiteness. In the practice and culture of architecture this may be seen as the belief that traditional standards and values are objective and unbiased. As a result, it has affected the way I present myself in the context of white and Western standards of dress, hairstyle, and overall communication.

I have stopped myself mid-sentence from speaking Spanish to my Spanish-speaking colleagues because of the uneasiness I’ve noticed in the facial expressions of those who don’t speak Spanish. How is a diverse professional expected to bring their full identity if the environment they are in is not suited to embrace their cultural difference? Language is a form of expression and allows a greater connection with a person who has a similar cultural background. On the other hand, speaking a different language that is not understood by the majority of those around and may come off as disrespectful. This perception of “disrespect” circles back to how there is a constant enforcement of a biased standard of “professionalism” in the workforce.

Once there is a greater conversation hosted around the problematic elements of how professionalism is defined, there can be a shift that allows other minorities to bring their authentic and rich backgrounds into their work. If there is not a greater analysis of the practice and its norms, there will continue to be the same shared unfortunate experiences for minorities.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“After much contemplation and introspection, I can’t recall any professional experience where I felt I could not bring my full identity to work. I recognize my alignment with the stereotypical image of what an architect might “look” like: a white male that wears eyeglasses. Also, as previously shared in the first article of the series, early exposure to the profession facilitated my career development path. Adding my ethnicity and gender to this equation, it is apparent to me how that greatly amplified my access to career advancing opportunities, while many had to navigate through roadblocks and prejudices.

This is a challenging profession, and like anyone who is passionate about our profession and the responsibility it demands, I have worked very hard to advance and shape the career that is most meaningful to me. That said, it is quite humbling to consider the additional challenges so many of our colleagues have had to endure to achieve similar advancement in their careers. The demands of the profession are challenging enough, even before considering what it would be like to also have to navigate through stereotypes, prejudices, and racial and gender inequality injustices.

I sincerely believe the work we do as architects is enhanced through greater diversity and perspectives of those in practice. To successfully address the current challenges we face in the realm of housing, justice, equity, diversity, inclusion, and the environment, we need to embrace diversity more aggressively as a profession, and celebrate everyone’s sincere and full identity as humans and architects. It is our responsibility to mentor and help develop the next generation of leaders while being inclusive of all races, genders and identities. There is zero room in our profession for bias against diversity; we need to continue to rewrite the outdated and excluding stereotype that architecture is a white male profession. Wherever and however possible, those in our community with the ability to share knowledge, provide opportunities and open doors for those who have been historically underrepresented must do so. It is this diversity that will allow us as a profession to continue to be effective in leading the response to the many challenges we face as humans.”

Patricia Joseph, AIA, NOMA
Project Designer at Cuningham
President-Elect of NOMA Colorado
Lecturer, CU Denver College of Architecture & Planning

“For this third question, I cannot help but think about the stories of my fellow NOMA Colorado Members. Since starting our chapter and being part of leadership, we have heard so much from our minority members about the vast experiences and difficulties they have faced. Most of those experiences underline that as minorities, we have been victims of micro-aggressions or discrimination due to our true selves being unacceptable at work. When the majority finds shock, confusion, or even outrage from the very evidence that our diversity presents, we recede, we mask, and we hide the parts that don’t make the cut.

We are not coming to work with our full selves. Almost daily and since the moment we start in architecture, we have given up some piece of our identity to survive in this industry. If you are caught between needing a job in architecture and not being a white male, you have given up some essence of yourself to feel secure in that position. Historically and even currently, surviving has come at the cost of leaving some part of us — some piece of our culture, race, gender, age, or identity — at home. We have been hiding our accents, our hair, our food, and anything else; to relieve the majority from having to accept what it truly means to be diverse and inclusive.

Other shared experiences include most minorities sacrificing the correct pronunciations of their names to be more agreeable and not face unwanted situations. We avoid saying certain words because our unique accents are too thick and we frequently code-switch during conversations. We avoid eating our favorite salmon dish because it is just a faux pas in America, and we politely tuck in our tight coiled hair for fear of someone asking to touch it.

So was there a time we had to hide our true identity from coming to work? Yes, many.

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“I understand that as a privileged, professional white woman, I have more opportunity to bring my full identity to my work. I feel fortunate and aim to create approachability and openness to all in our profession and beyond. My identity is rooted in curiosity, big-heartedness, and a sincerely positive forward-looking outlook. Through reflection, processing, and action, I have developed strategies to temper situations where everyone, including myself, can be more at ease and bring personal identities.

I have a big personality, which is interpreted by some as too assertive or intense. In those and other situations where it feels I can’t bring my full-self, I identify and align with common core values so it is possible to establish understanding and flow so good work can be completed in a fun, positive, and collaborative manner. I focus on the aspects of the project where my professional view and ethos will make the biggest impact and let other things become less of a priority. It is not apathy or quiet quitting, but rather preserving integrity and joy in the work.

My identity continues to evolve as I grow and gain experience. Recognizing when I am going through transition allows me to better share who I am with my teams and clients through my actions. My hope is this openness gives permission to others to share where they are in their journey, creating deeper respect for each other’s identity. We become and put forth our best selves and the work excels when we can all be our true selves.”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“Bringing your “whole self” is now a major topic in the workplace and it’s an important part of bringing people together. I have witnessed that better synergies for collaborative work can be created by embracing authenticity and vulnerability. Fortunately, I’ve had many opportunities to express myself through my work in my professional career. I feel that it is one of my most valued assets and when my personal identity is supported it allows me to fully invoke my passions and strengths.

I’ve learnt several crucial insights when working on small project teams through the years. A particular lesson came from a project team based on personality types. As an INTP, I value information gathering and construction of a vision plan that moves from macro to micro and back again. The project was centered around a minority community with a desired solution that would be culturally sensitive, equitable, and engaging. If a cohesive vision is not established from the start, small project teams can be challenging. Almost immediately the team was split into factions and as the person with the least experience, my perspective was void. There was a breakdown in communication due to bruised egos and while the primary functions were addressed, there were three very different visual representations of the building. The result was a testament to brutalist architecture with an indifference to human scale, the complete opposite of the intended cultural hub.

Being a disruptor instead of being a wallflower would have saved us from a harsh critique. The teams were grouped in a way that an INTP should be invoking the spirit of “why?” and fostering that collaborative nature. By agreeing that my experience level was more important than my perspective and identity, I felt I failed in that task.

The lesson learnt was that my identity is a crucial distinctive component to creative problem solving. Ignoring my identity for the sake of others’ comfort will never result in an outcome that I am proud of. Growth occurs when you are learning to accomplish something you have never done before. Fully embracing my identity is part of that process of discovery, as is knowing that without that vital aspect, my work is just a job.”


We invite you to read or revisit previous questions in this series:

Question #1: “Describe how your career has been enhanced by exposure to diverse people, places, or experiences.”

Question #2: “How can we as a profession break down barriers for minorities in architecture?”

We’d like to extend our sincere gratitude to our One Question participants for their vulnerability and humility. You can expect to hear more from them over the course of the coming months as we continue this monthly series, culminating with a live panel discussion reflecting on this project at the AIA Colorado Practice + Design Conference, November 2-4, 2022, in Keystone.

One Question Series: Part 2, Breaking Down Barriers

What happens when you ask the same question to five designers with five different backgrounds? You get five very different answers that will put you in someone else’s shoes. From firm principals to emerging professionals, we’re diving in to better understand—and share—others’ personal perspectives. This is the second installment of the new monthly series—“One Question”—produced by our Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee. 

In partnership with the Colorado Chapter of the National Organization of Minority Architects, we invite you to see through the lenses of five different practitioners to learn how their unique backgrounds shape experiences in the firm and their approaches to design.


QUESTION NO. 2
How can we as a profession break down barriers for minorities in architecture?


Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“We can always improve our ability to empathize with people from different backgrounds. A passion for architecture can begin at any time with any one person, and it is critical to value that perspective. It is also necessary to recognize that architecture is an important humanistic undertaking that affects the destiny of all.

Architecture often feels elitist whereas the quality of a designer is determined by their schooling and their professional network. Not every person has the resources and guidance to make it all the way to the finish line and often this disadvantage falls onto minorities. Meeting people where they are and fostering encouraging environments is hugely important. This country has a strong foothold in systematic segregation practices which has major impacts on access to education. Developing robust institutional partnerships within minority communities can help bridge this gap. We can improve the accessibility of our profession by tailoring support to include reducing inequalities of participation, bolstering scholarships, and establishing visibility of equal representation. Mentorship can be as simple as a conversation and there is a strong need for access/investment. Volunteering our time and knowledge to these communities can change the demographics of the architecture profession profoundly.

Recruitment incentives and bias practices have also had an overwhelming impact on architecture. The unpaid or non-livable wage internship can be a barrier of access for minority communities without the appropriate support systems. Poor advising has also affected who can and who cannot be a part of this occupation. A diverse profession requires professionals to become more aware of how attitudes and beliefs may stigmatize others and impact recruitment. Being intentional and conscious about the words and phrases used on the daily are also an important factor for fostering a diverse environment.

Another obstacle to overcome is avoiding the glass cliff, but first we must lay the groundwork for success. We are approaching a moment beyond the glass ceiling where more diverse and minority candidates are entering the field. The glass cliff is when these candidates are more likely to be pressed into leadership roles with high risks for failure without a secure support system or foundation. Strategic hiring of minorities during a firm’s crisis can be interpreted as exploitation. High expectations can induce an exaggeration of error which places significantly underrepresented minorities at a larger disadvantage compared to their peers. A lack of achievement may manifest into further bias in the future hiring of minorities and could create —or exacerbate— a toxic culture. It is important to build equitable relationships to promote an inclusive workplace from within so that the strategy for positioning is well thought out and genuine.

I understand that there is no one solution to the complicated problem of integration within our profession. We can approach diversity improvement by examining the tiers of education, recruitment, and professional advancement. Improving representation in the industry will ultimately yield better access to design with a rise in innovative and unique perspectives.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“I believe that in order to start breaking down barriers for minorities in architecture we need to focus on education.

The first step in breaking down barriers for minorities in architecture is the acknowledgment and conversation of how systemic racism is present in the built environment and the profession. This step should be taken in the early phases of education and must be acknowledged throughout our architectural post-secondary education. Acknowledging how this issue is apparent in our industry helps provide some clarity on how systemic racism throughout architecture has affected minorities in the past and present. What this approach also accomplishes is a step towards combating the unconscious bias that transpires throughout professional practice towards minorities.

The issue of systemic racism and how it is apparent throughout architecture is not analyzed enough to make any progress towards a more inclusive profession. For that same reason it is the primary cause for why minorities in this profession continue to face the same barriers generation after generation. Having these difficult and uncomfortable conversations should not be looked over but be conducted in order to make any significant progress for minorities.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“It is my opinion that diversity of experiences and perspectives contributes to better design. As a profession we must encourage and support more diversity to help us all address and respond in meaningful and effective ways to the unique challenges we are facing with regard to climate action and societal inequities that persist. I believe for all of us who care about our profession and its ongoing legacy, the future we will continue to define must consciously think about how to break down barriers wherever and however possible. We need a movement of change, where we all recognize the problem, commit to actions we can control, and affect measurable improvement. I also recognize the challenges and ambiguity of this statement. I believe this will need to happen on many different levels and scales.

We need to continue to recognize and celebrate the achievements of minority architects and expose minority youth to these achievements. We need to tell the stories of minority architects like Paul Revere Williams, Loise Harris Brown, Philip Freelon, and many others who persevered to achieve success in our profession, despite the many obstacles and challenges they faced. We must inspire more youth to follow in these footsteps, while seeking out ways to instill from a young age that the pursuit of architecture is an achievable path for them. For me, along with many others in the Denver architecture community, this has included volunteer work with elementary school aged kids where we introduce them to the profession of architecture and help them realize that this is an achievable aspiration for them.

As I discussed in my response to last month’s question, I was inspired to pursue architecture from a young age due to exposure, and I never wavered in my own focus to achieve that goal. How can we collectively help inspire younger people who otherwise might not have the exposure to our profession from a young age? How do we create these opportunities for inspiration? I believe the answer (or at least a significant part of the answer) to this month’s question must include a broader discussion of how we as professionals can connect with minority youth to inspire, challenge, and support them from an early age. I also believe this is a responsibility of all of us who are passionate about our profession and who have the opportunity to open doors for others within our practices.”

Patricia Joseph, AIA, NOMA
Project Designer at Cuningham
President-Elect of NOMA Colorado
Lecturer, CU Denver College of Architecture & Planning

“As a profession, we break down barriers for minorities in architecture when we all, individually, engage in doing so. We as designers of the built environment need to stand up for what we believe is right, especially in the workplace where it is easy to hide behind company decisions. It takes consistent, persistent change to break down the barriers that have defined our practice and have held back minorities for so long. Yes, many barriers still exist and are being created, from systemic to targeted levels, and the individual can make those types of barriers thrive. We all have a voice, whether it is for this mission or inadvertently for something else, and we should employ it for the sake of others. We need allies who can remain honest to their dedication to change and to practicing the change that will allow minorities to overcome. We cannot waiver when our commitment to making equitable spaces is tested. We cannot waiver when a new policy in our office only works for the majority, when a POC interviewing for a new position does not make “the culture fit,” or when we forget our colleague’s pronouns again. If we all follow through with the subtle, delicate parts of breaking these barriers down, we will change the profession of architecture for everyone.

On a firm level, there are many things we can do. We can commit to creating transparent promotion processes, sponsor minorities financially for career-building opportunities outside of our minority networks, and actually pay our employees for the time needed to participate in initiatives being put in place to change this profession. When it comes time to support your community through outreach, like NOMA’s Project Pipeline, play an active role in organizing, and be there to patch the holes in the pipeline. As a profession, we can be accountable to our organizations when we are following through or not, no matter what level of leadership or years of experience.

We will break down barriers when we stop putting them up. It is easy to be complacent and comfortable continuing the way we practice and accepting the current conditions challenging our minorities within the profession. We should continue to question the structure of this industry and the motivations around our traditional work cultures. The profession should not seek to forget the past; it should remain woke to what it has learned from listening to and believing our BIPOC community. To continue breaking down barriers, we should remember that everyone has a place in architecture. We must never forget architecture is for everyone; we all have a relationship with the built environment, and there are barriers architects should never design to build.”

Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“Barriers for minorities in architecture can be broken down by increasing exposure to what architecture is starting very early. Our firm is involved with the CAL Program (Cleworth Architectural Legacy Project) in Denver that exposes diverse dual language and minority K-8 classrooms to architecture education, inspiring learners to think critically about our built environment. This early hands-on experience fosters possibilities and dreams. The exposure must continue and the curtain be pulled back, casting a wide net into our communities and populations. I remember as a senior in high school, I approached my calculus teacher with a list of professions. He took the time to listen to me and understand my aptitudes and suggested that architecture was a good fit. How can we partner with high schools to make architecture well known and a profession that is viable and meaningful to their students? How do we partner with community programs to embrace diversity and expose the greater population to architecture? One example is the work my firm does with the Aspen Art Museum on a series of workshops on architecture that are open to all community members and give visibility to our profession.

A huge barrier to our profession is the cost of education. We need to continue to hire and write our job descriptions to allow for bachelor’s degrees and on the job training as the prerequisite for advancement. Too often, I speak with emerging professionals who think that the path to licensing and a career in architecture is through more education (and often suffocating debt). We need to be open to various paths, openly discuss them, and provide multiple examples of how to achieve success as an architect.

We as a profession need to continue to be open and collaborative. Architecture is about people and problem solving. By increasing visibility of what we do and how we do it, it will inspire dreams and continue to encourage architects to remain in the profession. We need to give permission to participate and ask questions. We need to refrain from preaching what it was like when we started in the profession (times have changed, that is inevitable). We need to encourage multiple viewpoints and paths to a fulfilling architectural career. We need to be generous with our mentoring and telling our story, because our journeys are diverse and hopefully your journey inspires the next architect to jump in!”


We invite you to read or revisit Question #1 of the series: “Describe how your career has been enhanced by exposure to diverse people, places, or experiences.”

We’d like to extend our sincere gratitude to our One Question participants for their vulnerability and humility. You can expect to hear more from them over the course of the next four months as we continue this monthly series, culminating with a live panel discussion reflecting on this project at the AIA Colorado Practice + Design Conference, November 2-4, 2022, in Keystone.

One Question Series: Part 1, Diversity Exposure

What happens when you ask the same question to five designers with five different backgrounds? You get five very different answers that will put you in someone else’s shoes. From firm principals to emerging professionals, we’re diving in to better understand—and share—others’ perspectives. It’s a new monthly series—“One Question”—produced by our Justice, Equity, Diversity, and Inclusion (J.E.D.I.) Committee. 

In partnership with the Colorado Chapter of the National Organization of Minority Architects, we invite you to see through the lenses of five different practitioners to learn how their unique backgrounds shape experiences in the firm and their approaches to design.


QUESTION NO. 1
Describe how your career has been enhanced by exposure to diverse people, places, or experiences.


Sarah Broughton, FAIA
AIA Colorado President-Elect
Principal, Rowland+Broughton

“Curiosity is the root of creativity. I have always been curious and ask a lot of questions. This allows me to listen to everyone around me and to seek out opinions. It also adds in lots of observations! College was a huge exposure to the world of design. Upon graduation, I won a design competition and was awarded an internship with EDAW (now AECOM) in their Sydney, Australia, office under the helm of a great female leader, Jacinta McCann. Jacinta took me to meetings and gave me responsibility. She showed me how to be an equal design partner. 

After Australia, I moved to New York City. I landed a job with Kliment Halsband Architects. I immediately started working with Frances Halsband, FAIA, who at the time, had already been New York’s first female AIA President and was continuing to trailblaze women in architecture. Frances taught me how to dig deep and be a comprehensive designer. Through more practice and understanding, my contributions became more valuable. My interest was met with openness and knowledge sharing.

I continue to draw on the lessons these great women leaders gave to me and am thankful for their mentorship and patience to train me. Through living in great, diverse metropolitan cities to being an avid traveler meeting new people and cultures, my career continues to be enhanced. I remain curious, ask a lot of questions, and seek multiple viewpoints and experiences—always with the intention of being more open and contributing.”

Kari Lawson, Assoc. AIA
AIA Colorado Associate Director
Designer, TreanorHL

“Diversity is not a matter of opinion for me—it is my entire life and my cultural outlook. My experience as a Black woman in this industry has exposed me to many different opportunities where I’ve needed to acclimate to foreign environments. I’ve always interpreted these instances as a positive in my growth and molding in my career. My studies at Auburn were the catalyst and most impactful to this exposure.

I recall participating in an interdisciplinary charrette with landscape designer Walter Hood for a Birmingham farmers market. This was the first time I had worked with designers who looked like me. I most remember the passion and explorative creative thought in the question: ‘What if?’ A light came on in my head, and the energy of the work was finally palpable. I had become accustomed to believing in my ideas or myself as the garnish or side dish to the main event. Yet in a single moment, I realized that there is validity in my thought process and how depriving sharing these expressions is only a detriment to the creative problem solving required. This is one example where my only wish was that I was more insightful, more involved, and more confident. I came away from it with the idea to ‘leave it all on the table.’

Currently, I don’t have as many opportunities to get that kind of exposure, but I realize I can be that experience or person for others. It brings me to a position as a contributor, which is incredibly important and necessary. My diverse experiences have empowered me in that while my place at the table revolves, the importance of contributing my thoughts remains just as important.”

Victor Gonzalez, Assoc. AIA, NOMA
AIA Colorado J.E.D.I. Committee Member + Editorial Representative
Davis Partnership Architects

“Experiencing diverse people, places, and experiences have allowed me to not only escape from my comfort zone, but also explore how unique and different perspectives can enhance the world.

In relation to architecture, oftentimes, there is a high level of comfort in staying within what is taught in American, post-secondary architecture education. Unfortunately, this does not allow us to see beyond what other cultures have done with the built environment to enhance the human experience. I think that, as a practice, there still needs to be a level of exposure to this.

Oftentimes being a minority in the profession of architecture has allowed me to tap into my own identity and cultural background. Being Mexican, I often think about how my identity can be reflected throughout my work. The practice of architecture stems from an architectural education that is primarily focused on American and Eurocentric examples, and this foundation fails to bring in other enriching examples that are non-western.

Throughout my college education, I found myself bringing influence into my studio projects from the Aztec and Mayan people. These civilizations brought about significant architectural achievements that were rarely taught about in my college education. Whenever I would explain this inspiration behind my projects my peers would be fascinated and shocked that they had not heard about these architectural feats before and even ask for resources where they could possibly learn more. What I learned from this experience was that although I was many times the only minority in the room, my cultural background, perspectives, and experiences would contribute so much to those around me. To me, this experience demonstrated that diversity is a contribution in itself, and it has the potential to contribute to an environment.

As I have now kicked off my professional career, I hope that I can continue to share my cultural experiences with my colleagues.”

Wells Squier, AIA
AIA Colorado President
Principal, Anderson Hallas Architects

“My father led a retail store planning design firm, where he worked on projects throughout North America. When I was young, I would spend a lot of time in his office, where my interest and passion for architecture started. My father was my greatest inspiration when I was young, and because of his affinity for design, our home was full of many mid-century classic furniture pieces and books related to design and architecture. This exposure allowed me, in some ways, to start the pursuit of education toward the architectural career I was so focused to achieve before I reached the age of 10. However, my father’s inspiration upon me, in retrospect, was devoid of much diversity. I mention this background, because today, we are discussing critically how to enhance diversity and equity in our profession, and it is not lost on me that the road I followed to become an architect was a much easier path to navigate than it has been for so many others. 

International travel and time spent studying abroad during college and in the years since continue to have an immense impact on my career, due to the immersion in different cultures it provided. A broad global perspective is something so important to us as architects. With that said, it really wasn’t until I moved to Chicago for work that I was exposed to widely diverse people who truly enhanced my career so significantly. Almost immediately upon starting my position with SOM I experienced immense humility. The rigor, intensity, and talent of those I found myself working with caused me to realize how limited my experiences and exposure to diversity had been in the developmental years of my career.  I was so fortunate to work with talented men and women of all backgrounds and ethnicities, including Korea, Serbia, China, the Netherlands, the list goes on. These were some of the hardest working people I had ever interacted with professionally, and I learned so very much from them—lessons I reflect on regularly to this day. In some ways, I think I knew my path to the desk in that office was a bit smoother than the path many of my friends and colleagues at that firm had to follow to get to that same place, and this weighed on me, but in a way that made me a better architect and person. Because of this, I was inspired to work harder to earn their appreciation and respect, aside from their friendship I valued so much, while also gaining a greater appreciation for the struggles they had to overcome to achieve their professional goals. These experiences continue to push me harder today and to never take anything for granted. We have an immense responsibility as architects—and the profession demands that we all seek our highest potential—for the betterment of others and the planet.”

Patricia Joseph, AIA, NOMA
Project Designer at Cuningham
President-Elect of NOMA Colorado
Lecturer, CU Denver College of Architecture & Planning

My career has been enhanced most recently by exposure to diverse people within the profession. I know distinctively how my career has flourished during times when I had high exposure to diverse professionals within the architecture community. Those diverse experiences have exposed my career to new opportunities and events I would likely not have considered or taken. Spending time with those who are different than I am is a diverse experience each time, most often happening in diverse places.

When I attended grad school at SCI-Arc for my master’s degree, I had the best time in my life, and I was in love with architecture. My colleagues and I would speak different languages and we shared our cultural dishes, sometimes right in studio. By being different individuals, we all leaned into our uniqueness, allowing us to learn architecture in our own ways without shame or denial. While I excelled, I was surrounded by diversity, I was also being taught by the most diverse group of educators in my life. My professors spoke multiple languages, and they were women, too. Experiencing architecture through this diverse lens elevated my thoughts on education and who can be an educator. I am a lecturer at the College of Architecture and Planning at University of Colorado Denver, because of the example I was shown where the value of one’s ideas and understandings around architectural education were not linked to one’s outward identifiers.

Another season of tremendous growth happened most recently when I obtained licensure while I was co-founding the NOMA Colorado Chapter. At a time where I should have no extra time or energy for other things outside of work, I found myself constantly inspired by the growing number of diverse professionals I was becoming acquainted with. Gathering so many diverse individuals who believed in the mission was motivation to get through the architectural registration exams. I have been thriving in the company of those who have diverse experiences to share and who have been enhanced by those experiences themselves. Now, we are dreaming and planning events around growing the next generation of architects. My career in architecture involves thinking about diverse experiences to jumpstart someone else’s career in architecture with Project Pipeline Summer Camps. I know how much my career has been enhanced by being in diverse places and I want that for the next Black woman architect, too.

Constant exposure to someone, somewhere, or something different lends us to constant reminders to be open minded, to think differently, to design differently—that’s the enhancement. And as architects—that’s the career.


We’d like to extend our sincere gratitude to our One Question participants for their vulnerability and humility. You can expect to hear more from them over the course of the next four months as we continue this monthly series, culminating with a live panel discussion reflecting on this project at the AIA Colorado Practice + Design Conference, November 2-4, 2022, in Keystone.

Webinar Recap: Magic in the Middle

AIA Colorado resumed its online webinar series with the recent webinar, “Magic in the Middle: Fostering Mid-Career Talent,” covering: 1) architectural leadership development, 2) emerging talent retention, and 3) tips on how to navigate one’s architectural career. 

The AIA Colorado Business of Architecture Knowledge Community fostered the conversation about engaging the talent in mid-career architects and how firms benefit from transparent firm goal setting and career mapping.

No matter where one is at in their career, this information is invaluable. Every firm is most likely having these conversations—for the past several years. The workforce template became very fluid after COVID, with expanded virtual work-from-home or work digitally from another region in our state, nation, or world.  

All options are on the table. The Great Resignation could be something else—a realignment or recommitment in a firm. Leadership, communication, and opportunities unpack the way ahead, and AIA Colorado is with you every step of the way to ensure you and your firm have the resources to advance your leadership goals.

The webinar featured insights from the following panelists:

  • Joy Spatz, AIA, Director of Interiors, MOA Architecture, Denver
  • Sarah Broughton, FAIA, Principal, Rowland + Broughton Architecture / Urban Design / Interior Design, and AIA Colorado President-Elect
  • Adam Harding, AIA, Partner, Roth Sheppard Architects, 2021 AIA Young Architects Award Recipient
  • Host: Amanda Christianson, AIA, Chair of the AIA Colorado Business of Architecture Knowledge Committee and Director of Architecture with Work Shop – Colorado.
  • Moderator: Francesca Zucchi, AIA, member of the AIA Colorado Business of Architecture Knowledge Committee, 2022 CKLDP Scholar, and architect with Semple Brown Design

Following are takeaways by topic from the Magic in the Middle webinar:

Leadership Development 

Panelists recommended using internal and external assets to provide a diversified approach to leadership development. PSMJ A/E/C Training was highly recommended as an external source, while in-house training should focus on mentorship and the business of architecture (marketing, law, insurance, and communications, etc.). Vary the dynamics with group and 1-to-1 discussions, both informal and formal. Level up your team! These training tactics will change the way a new architect designer approaches architecture.  

Be a Mid-Career Firm Leader

As Broughton said, “Get curious! Ask questions of leaders who make decisions.” Map out a career based on these conversations and remember that there’s no one correct approach. Lean on your firm’s values and legacy, while embracing authenticity. Be yourself! Do not expect to be fast-tracked by leadership or tapped on the shoulder. Show initiative and be patient, yet persistent. Share short- and long-term career goals with leadership. Serve in others’ organizations, as well.” AIA Colorado is a wonderful place to start serving and building a network to assist in career understanding and mapping.

Professional Traits that Stand Out

Sage advice according to Spatz: “Look out for others. Give your time to help one another’s achievements. Celebrate the success of another individuals.” Understand the me vs. we principle. The long road is the collective, i.e., “we!” brings people together. Foster community and culture in your firm. Develop the knowledge of who you are. Understand who others are, as well. This confidence of understanding oneself and others will help down the road.     

Checking on Growth

“Set goals that are measurable on a quarterly and yearly basis,” said Harding. “Check these metrics often, and have smaller goals to reach big, audacious goals.” Share your goal with leaders. Don’t rely on your firm to track your goals. And bring those goals into reviews. Broughton echoed, “We all need each other right now. It is perfect timing for this conversation. The world is moving really fast.” In this environment, consider what two items need to be removed from someone’s plate.

Balance Career and Talent Retention

AIA Colorado CEO Mike Waldinger started this conversation, “The move up or move out mentality begins early in the career of architects.” Said Harding, “Leaders: Have conversations with employees and discuss goals and needs. Be your advocate.” 

Most businesses are changing, but leadership will carry your firm through its ups and downs. Is your baton ready to pass?

As Waldinger closed, “Anyone who has an interest or current role in organizational leadership needs to be an organizational anthropologist. A firm’s identity is made up of two matched pairs of attributes: market presence and production capability. These are the table stakes.” He continued, “What separates the really great firms is pairing with cultural ethos and architect models. Whether you intend to set those architect models or not, they will be there in a firm.”

AIA Colorado shares your purpose and continues to educate and inform its members to build a better community, membership and firm.

Webinar Recap: Small Firm Exchange: AIA Resources to Advance Local Firms

Being part of a small architecture firm can be exciting and overwhelming—all at the same time. However, the AIA Small Firm Exchange (SFx) provides support to small firms, allowing a sense of community, leveraging resources, and a creating a more level playing field in architecture.

Our most recent AIA webinar featured Matthew Clapper, AIA, who is the 2021 Small Firm Exchange Chair and Founding Principal of Modern Architecture & Development in Wisconsin. Clapper discussed the SFx overview, repositioning, new workflows, and converting to a state-based structure. Highlights from the webinar follow.

The core functions of the SFx are to: 1) curate and disseminate resources and information from the AIA and other organizations to small firms; 2) inform the AIA of current issues facing small firms and resource/information gaps; and 3) advocate the value of small firms and the national and local SFx groups. Educational resources such as branding guidelines, crisis management tools, and business plan formats provide small firms with a competitive and operational boost.

A major upcoming goal is a sustainable framework of communication. To achieve this goal, both SFx and AIA are creating better integration with a more fluid organizational structure between both organizations. Communications and resource silos in the past have caused duplication of efforts and wasted energy. This organizational change with active liaisons will allow for small firms to gain big benefits.

SFx Workflow Management is undergoing a major renovation, as well. Leveraging social media and work applications, SFx is breaking down informational barriers while encouraging conversations and wide audience reach. Apps such as Flipboard, Instagram, Facebook, and Twitter will create channels of discussion and opportunity. This marketplace of small firm information is open. 

Finally, representation at AIA may look different as regions convert to a state-representation methodology. SFx is considering this change, as well. Currently, one representative may serve three to four years in a region of six to seven states. This current model is not efficient or effective for individualized needs for states. Equity for all is a far reach. 

Potential changes for the new SFx Board include a board of 30, eight permanent states, and 22 additional reps from rotational states. Additionally, board members will make an ongoing effort to identify a representative from every state/territory, totaling 55 representatives. The board will increase its communications from a more diverse standpoint, which will bring about better inclusiveness and equitable opportunities.

AIA Colorado will keep you informed of the latest changes in the SFx as we help small firms achieve their design and business goals.

Webinar Recap: Building and Running a Successful Hybrid Practice

Hybrid. Work from Home. In Office. COVID-19. Epidemic. Pandemic. Endemic. Fully Vaccinated. Booster. Delta Variant. And now the Omicrom Variant.

The year 2022 is nearing, and these words have dominated our discussion, lifestyle, and firms since early 2020. As we live in a steady state of safety, how are we connecting as a workplace?  Life continues. Work moves forward. Design continues. Our community and the built environment need our attention. People require structure—both physically with our buildings and mentally as we seek to adjust to what seems as a new normal. These are just a few takeaways from the recent AIA Colorado webinar with Evelyn Lee, FAIA, “Building and Running a Successful Hybrid Practice.”

“Firms need to reflect, rethink, and revise.”

Evelyn lee, faia

Lee is a nationwide thought leader and shared her insights into how your firm can overcome and work in a hybrid scenario. She is the first Senior Experience Designer at Slack Technologies, Founder of the Practice of Architecture, and Co-Host on the Podcast, “Practice Disrupted.” She received the 2014 AIA National Young Architects Award and currently serves as Treasurer on the AIA National Board. Following are takeaways from Lee’s presentation on successful hybrid firms.

A hybrid practice is a resilient practice. Aim to build a more agile and adaptable environment. As Lee said, “Firms need to reflect, rethink, and revise.”  She framed these concepts in six different areas: 1) culture, 2) people and policies, 3) team management and productivity, 4) security and support, 5) tools, and 6) the hybrid employee. 

  • Culture.  Cultivate a workplace that is values-based in which every decision is rooted in this culture. Flex your behavior and response to address how values may manifest in different ways.  Revisit your firm’s “why.” Conduct an annual employee survey. How many employees would recommend your firm to others? Remember, culture is the sole differentiator for your firm.
  • People and Policies. Empower your employees with a shared definition of trust that enables their best work. She indicates that 95 percent of workers considering changing jobs in what is called, “The Great Resignation,” and 92 percent of workers are considering changing industries.  Lee recommends building a framework that supports each employee’s career. Transform hiring outcomes to yield first-day productivity and continue onboarding for an entire year. 
  • Team Management and Productivity. Stand up a digital headquarters that is relevant and essential. The digital HQ centralizes information and efforts. Ensure your firm distributes decisions made in-person onto the digital HQ platform. Too, adjust the firm’s mindset to that of remote even if just one person is working from home. Create time for deep work without distractions and brain-write for innovation / creativity. Establish balance with a burst of activity and slower simmer modes. 
  • Security and Support. Build a virtual cloud of data warehousing that enables anywhere access for employees. Invest financial and personnel resources toward information technology in order to provide timely and effective data management.
  • Tools. Ideally, software or hardware tools create an ease of operation and design. But first, know the capabilities of these tools and what your firm needs these tool’s functions to perform.  Understand who requires what tools to assist your team and client. Know each category of tools and how to operationalize these IT assets to enhance workflow and communications procedures. 
  • The Hybrid Employee. Work From Home (WFH) does not mean anything goes. Set work boundaries and routines. Optimize your workspace to fit your work needs. Over communicate with your team. Be a thoughtful teammate and take care of yourself. Back-to-back virtual meetings can be detrimental; manage your calendar well to manage yourself even better.

Lee concluded her presentation with a few overall tips: Your firm’s people are your greatest assets. Manage expectations and learn. Be patient and trust the process. 

AIA Colorado seeks to foster your firm’s best path forward during this challenging time. We are providing innovative speakers and solutions that will enable your firm and employees to be successful for your clients, community, and company. To learn more about hybrid working hybrid, you can view Lee’s full presentation on YouTube.  Let’s collaborate and learn together as we stay safe. 

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© AIA Colorado 2022