It is time for the second and last installment of the Life of an Architect “Ask the Show” episode for 2024. Once again, as is our practice we solicited questions to be submitted through our Instagram channels and selected as many as we thought we could reasonably get through in the time allocated for the show. If there were duplications, that simply made that question more likely to get answered. All this and more on today’s episode as Andrew and I answer your burning questions… Welcome to EP 159: Ask The Show Fall 2024

[Note: If you are reading this via email, click here to access the on-site audio player]

[hoops name="top1"]

What are some challenges facing part-time workers? Or for those hiring them? jump to 3:50

Question submitted by Makieliamir

Bob: From a management position, I've found that part-time work can be a challenge, especially when it comes to workflow and productivity. We don't have a formal policy for or against part-time workers, but I can't deny that it complicates things—scheduling, coverage, and overall productivity management can become harder to manage. My main issue stems from the impact on the company's bottom line, where part-time employees often receive the same benefits as full-time workers, even though they're working less. Additionally, it affects opportunity distribution within the firm. Part-time workers don't get the same opportunities for leadership and career advancement because those responsibilities are usually added on top of a regular job. When someone is capped at working part-time, I have to be mindful of what I assign to them, and that limits their potential growth. It's a tricky balance, and while part-time workers can be incredibly efficient, there are inherent limitations in what they can accomplish compared to full-time staff.

Andrew: From my experience, having many part-time employees in my office, especially students, the key challenge is balancing their workload and availability with the needs of the firm. Setting consistent schedules is important; if someone is always available in the morning or afternoon, that works fine, but it can still be tricky ensuring that all tasks are covered effectively. The major issue is that part-time work might slow career advancement. While it works in smaller firms with proper management, larger firms might struggle with maximizing productivity or providing growth opportunities to part-timers. I believe it's important for part-time workers to find employers who don't have a bias against them and to have conversations about growth, even though it may take longer to climb the career ladder when you're part-time. Finding the right balance is critical, and part-timers should know the potential limitations upfront.

What can a new employee in the office do to stand out amongst the seasoned individuals? jump to 9:35

Question submitted by arch_jbrown

Bob: This is a question that comes up in my mentor/mentee meetings fairly frequently in my office. Standing out in an office, whether it's a small or large firm, starts with involvement. In a small firm, where everything you do is highly visible, participation is key. You can't just sit back and blend in; you need to actively engage with those around you. Even in larger firms, where you may primarily work with a smaller team, finding ways to connect outside of your immediate circle, such as joining design groups or attending firm-wide meetings, is essential. I’ve seen that new employees who are willing to step out of their comfort zones and get involved across the board are the ones who stand out the most. It’s not about mastering every technical aspect right away but rather showing that you care about your work and are eager to participate in different areas. It's about engaging with colleagues, speaking up, and showing that you're invested in the firm's success.

Andrew: I agree that involvement is crucial, but I think another important way to stand out is by actively seeking out opportunities to do more. Don’t just finish your tasks and wait around—if you’ve wrapped up a project early, go out and ask for more work. Show your eagerness to learn and contribute beyond what's expected. Asking questions and showing initiative signals that you're not just looking to fulfill your job duties but are genuinely invested in understanding how things work and improving yourself. This attitude, combined with the willingness to reach out and engage with your superiors and peers, helps you stand out, regardless of the size of the firm. New employees won't have the same experience as the seasoned individuals, but by demonstrating a proactive mindset, you can still make a strong impression.

When do I know if I should move to another job? jump to 13:14

Question submitted by private account

Bob: I don't think there is an architect on the planet that hasn't asked themselves this question at one time or another. For me, boredom was probably the most common reason I left one job to find another. There were times when I was motivated to develop a different skillset (which I suppose is another way of saying "boredom"). There are times that your personal growth and development leads you to recognize that either what you are doing you don't like, or that your personality and interests are more developed and you know that you want to go do something else.

What I am good at now, which really started to present itself in my 30's, wasn't anything worth noting when I graduated, and I didn't do my first residential project until 10+ years after I got my first job. I will also add that I don't recommend that you change jobs just because you don't like someone (unless that person holds your development in their hands) because no matter where you go, there will be someone there you don't like. Now is the time to grow up and face those challenges head on.

Andrew: For me, the decision to move on from a job would largely stem from feeling unappreciated. It's not about money or bonuses, but rather the acknowledgment of the effort and dedication you're putting in. If you're working hard, giving your all, but receiving no recognition—whether in the form of a simple "good job" or other signs of appreciation—then it's time to reevaluate your position. In my experience, people often leave jobs not because of dissatisfaction with the work itself but because they feel undervalued. That recognition is vital, and when it's lacking, it may be an indicator that it's time to seek out an environment where your contributions are noticed and appreciated. Ultimately, it’s about feeling valued for the work you do, not just financially but emotionally and professionally.

Can you give some general advice for consultants on how to best serve the architect? jump to 17:10

Question submitted by private account

Andrew: For me, the most important quality in a consultant is flexibility. I really value consultants who are willing to work collaboratively and make compromises when necessary. It's not about one person being in charge, but about finding solutions together. I’ve worked with consultants who are very rigid, insisting that their way is the only way to solve a problem, and that can be frustrating. I understand that engineers have to meet certain requirements, but there are usually multiple ways to get the job done. Sometimes I feel like there's too much rigidity when what we really need is flexibility. When consultants are open to exploring different options, it makes the whole process much smoother and more efficient. Then, in the end, hopefully it will create a better more successful project.

Bob: What I really want from a consultant is proactivity. I absolutely agree with Andrew about the importance of flexibility, but for me, it goes beyond that. I want my consultants to anticipate my needs rather than just reacting to my requests. As an architect, I often push boundaries, and I need consultants who can foresee potential issues and offer solutions before they become problems. It’s not just about avoiding failure; it’s about achieving the bigger goals of the project. If a consultant can be out in front of me, offering guidance and protecting me from mistakes, that’s a level of service that makes all the difference. I believe that proactive behavior leads to better collaboration and ultimately a more successful project.

Do you think architects will ever be replaced /outsourced by AI? jump to 27:23

Question submitted by private account

Andrew: I don’t believe architects will ever be replaced by AI. While AI will change how we work and shift the tasks we focus on, it won’t eliminate our role. Some aspects of our jobs may become automated, but this will free us to tackle other, more meaningful work. We design for humans, and there will always be a need for human oversight, creativity, and intuition in the process. Even if AI handles the more routine tasks, architects will still be responsible for ensuring designs are safe and meet certain standards. The future of our profession might involve reviewing and refining AI-generated work rather than creating everything from scratch, but it won’t mean the end of our roles.

Bob: I largely agree with Andrew but remain a bit more pessimistic. While I don’t think architects will be replaced entirely, I do think AI will take over some types of projects, especially those where creativity and architectural rigor aren't priorities. Look around—there are already plenty of uninspired buildings that could have been done by AI, and this trend might increase. For low-level projects where design isn't as valued, AI might generate the work, with humans stepping in only to review it for safety and compliance. That said, I think we’ll still play a crucial role in the process, though we might focus more on ensuring the quality and safety of AI-generated work rather than designing it ourselves. The profession will change, and architects will need to adapt to new workflows,