This Is DesignIntelligence

Thankfulness and gratitude is not natural to most.  Seems we’re inclined towards complaint and remorse before being thankful and grateful. 

Planning and implementing resilience strategies in parallel with one’s annual business strategy is a best practice of leadership that takes their role of stewardship seriously.

The future of the design profession will be determined by value . . . both perceived and objectively measured.  The traditional built environment disciplines of design are all at the crossroads of relevance.

At DesignIntelligence, we contemplate leadership in this rapidly altering reality.  We wonder what the leader of the near future will have to be like. 

The pursuit of understanding is somewhat of a mystery - it occurs through different pathways, known and unknown.

We assign the idea of currency to time, which we spend. The only difference is that we don’t get to earn more time as we might earn more currency. What is equally a mystery is not knowing how much time any individual actually has left...

Every effective plan requires accountable assignments tied to time-based deliverables that individually and collectively advance the business impact and influence of the firm.

Then dynamics of the last several months are not in the normal course of ups and downs, nor the usual patterns of cyclical change.  We are in a different and unusual place...

Adopting a victim mindset is a losing proposition and frankly is not a leadership characteristic any of us should aspire to. 

As leaders, how do you effectively and successfully lead in this never-ending context of change? It begins with daily reaffirming the unchanging nature your leadership values. Leadership values are relevant and applicable regardless of what else is changing.

Resilient businesses are marked by certain attributes that operate in an intertwined way to yield the intended results.  Like strands woven together, these attributes have a direct and indirect reliance on one another. 

Upon returning he leaned over and in a low tone said, “I appreciate your speaking with me earlier.  I’ve lost my joy in the job and seem to be carrying negative around everywhere I go.  Your manner and positive way was a good poke in the eye.  Thanks!”

Chris Allen is Global Principal at Jacobs, a purpose-led, technical professional services firm with approximately $16 billion in annual revenue and a talent force of more than 60,000.  He works collaboratively with partners and clients to co-create and align innovative technologies, practices, and business models to deliver economic, environmental, and social benefits through high-performance sust...

As a leader, I only got to where I am because others took the time, cared enough, and were patient with my misunderstandings and questions.  They saw the potential best in me and invested the time and effort to seed my fertile soil with what would later become fruit others would benefit from. 

Far too many leaders are running on fumes simply because they neglect to step back and refresh their perspective, awareness, and purpose. Contemplation is the way to this refreshment.

Humans are inclined to judge others’ failures harshly. But it’s awfully lonely living in judgment and beware, because as you so harshly judge others, you’ll get the same back multi-fold.

Dr. Jesse Keenan has advised on matters concerning the built environment for agencies of the U.S. government, governors, mayors, Fortune 500 companies, technology ventures, community enterprises and international NGOs and is currently an Associate Professor of Sustainable Real Estate and Urban Planning within the faculty of the School of Architecture at Tulane University in New Orleans, Louisiana....

As a leader, you’re constantly aware of the possible “next shoe to drop”.  But what you do with this awareness marks the difference between a sustainably effective leader and one who consistently diminishes in effectiveness and value impact.

Don Harrier has over 4 decades of industry experience in architecture, with an emphasis on studio management, creating cohesive team dynamics, and promoting individuals’ professional growth. With a lifetime affinity for rowing and water, he shares the parallels between rowing and leadership dynamics, and the idea that no matter how hard you row, if you don’t harmonize with your “crew”, you will ne...

There is a clear delineation between the work of an advisor from that of a consultant...

Dave Gilmore and Hael Kobayashi talk about a variety of topics, including Artificial Intelligence and the United Nations SDGs...

Preparing for transition is a multi-year, formally executed strategy.  It requires patience, steadiness of vision, adaptability to altering realities, contingency plans and actions for “just in case” occurrences, and more. 

What leaders ought to possess is the discipline to capture the wonder of brilliance when it comes, recording the insights therefrom, and intentionally searching for best ways and means to apply it for the betterment of the organizations they lead.

Carol Ann Colbert has had a career dedicated to creating effective and rewarding workspaces. Beginning her career as an interior designer, she eventually moved to the client side. Most recently the Global Director for Workplace Strategy and Innovation for the Coca Cola Company, she also served as Senior Real Estate Advisor for Chevron and Managing Director at JLL. On this edition of This Is Design...

The primary maker of successful negotiation rests in the themes of relational diplomacy...