~ 4 minutes read
In the countless business-oriented books that one can find, there is a trend in recent years of books discussing the core of a successful enterprise. Heavily rooted in empathy, sometimes explicitly, sometimes not, it makes empathetic interpersonal relationships the center of attention. Heck, Entire businesses are created around developing empathy-based company cultures and leadership.
There are many stories of business leaders and creatives who created businesses (and failed many, many times while doing it) that were centered on providing satisfaction to their stakeholders in one form of another. There are books focused on teaching us to be better listeners, claiming that in this culture of telling, listening is a rare skill that can lead to great outcomes when wielded properly.
Over the last few years, while continuously educating myself on the matter, in order to understand empathy better and more importantly, why it has become such an integral part of the business thinking zeitgeist, I integrated some of these lessons in my own work. This led to developing services helping architects to develop better cultures and communication strategies.
What is empathy anyway? The dictionary definition is as follows:
“The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner.”
It’s when someone tells you the details of a creepy story and you get the heebie-jeebies because you can picture yourself in that predicament. It’s when you become sad because your friend lost a loved one and you remember your own similar experience from a few years ago. It’s when someone tells you about skydiving out a flying plane and you get a rush of adrenaline just imagining what it would feel like.
You may say “OK empathy is great, but what’s your point?” Empathy is important because by gaining a deeper understanding of another’s circumstances helps us understand any given situation better. Combined with the outsider’s perspective, we are now equipped to help others overcome seemingly intractable problems, by having the ability to look past the blinders, yet understand their position at the same time, in other words effectively putting ourselves in their proverbial shoes.
On this journey to learn more about empathy and relationships, I slowly came to the conclusion that the architecture and design industry was in dire need of such help. In the course of my work, I get to interact with many architects and designers and invariably end up looking at their communications and marketing at one point or another. What became painfully evident to me is that there is a trend in the industry for incredibly uniform communications. In other words, architects, by and large, all convey the same message. You can go to any of their websites and you’ll find very similar descriptions of their companies, culture and work.
This lack of distinction in the way firms communicate leads to a general perception that architects are a commodity and therefore interchangeable. While this is also true in many other industries and conversely, one can find designers out there who stand out and buck the trend, the architecture industry is incredibly uniform in that sense. I believe that this is due to a couple of reasons:
Architecture schools don’t teach critical business skills: Marketing, communications, business management, sales and HR among others are painfully absent from architecture curriculums, or an afterthought at best. The heavy emphasis on design and technical knowledge creates amazing designers but largely ill-equipped business leaders.
Architects are generalists: Architects are trained to be generalists and often try to do everything. I think the future of the business lies in hyper-specialization. Instead of competing with a virtually infinite numbers of generalist firms, there is value in picking a niche and becoming the best at that very thing, competing with few or better yet, no firms at all. It may seem scary and limiting, but is in reality liberating because it cuts out a bunch of distracting activities and focuses a firm on one, narrow area of expertise.
Equipped with that knowledge and seeing the opportunity to change the way architects communicate in order to change the public’s perception of the value of architecture (#architecturematters) we are helping clients develop their culture, visual communications and marketing strategy.
Stay tuned for next week’s follow-up article on how we went about doing this.
What do you think stands to be improved in the architectural field?