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By Javier Suarez | Instead of trying to fix “the big problem,” we should handpick issues that we could have a decent chance of addressing successfully.

By Nathan Hamm | Firms must blur the lines between business units to allow for better collaboration, client service, firm growth, and sustainable returns.

By Liisa Andreassen | Founder, design principal, and CEO at Snow Kreilich Architects (Minneapolis, MN), a nationally recognized, award winning architectural studio.

By Paul David | The pandemic has been a once-in-a-generation opportunity to reimagine how we do our jobs and how we run our companies.

By Michael Britt | It’s important to examine how your company can maintain culture and continue strategic growth in a new work environment.

By Yukari Yamahiro | Four back-to-work-archetypes to help leaders better understand what employees want and need as they return to the workplace.

By Katie Harrel & Charlotte Knight | Finding commonalities can help you build trust and strengthen relationships in this changing work environment.

By Liisa Andreassen | Partner at //3877, a boutique design firm that’s committed to providing innovative and creative designs that enhance and enrich the lives of its clients, partners, and communities.

By Keyan Zandy | The positive changes we’ve made will stay with us long after the days of the pandemic are over.

By Christina Zweig Niehues | While we’re entering 2021 with a renewed sense of purpose and greater clarity, there are still a lot of unanswered questions.

Through recessions and tough times, innovations explode as people are forced to slow down and think. Many are already working on the next big thing for their business. Are you?

President and CEO of Wiss, Janney, Elstner Associates, Inc. (Northbrook, IL), a global firm that’s committed to helping clients solve, repair, and avoid problems in the built world.

By Jamie Claire Kiser | Companies are adopting fluid work from home policies and people have begun migrating away from dense cities.

Firms are discovering new ways of operating that will allow them to be more effective and efficient throughout the rest of the pandemic and after.

By Chad Coldiron | With remote work burnout setting in for many, here are some ideas to take care of your people now and for the foreseeable future.

The ways our businesses and facilities function in relation to employees and customers are bound to adjust due to COVID-19.

By Mark Zweig | Firms seem to be doing better than most anyone would have predicted when everything had to shut down in March. Why is that?

Staff training fuels a culture of continuous education, enabling your firm to stay competitive, relevant, and profitable for the long run.

By Mark Zweig | No matter how you feel personally about anything happening in the country or world as a whole, it’s your job to do your job.

Founding principal of PK Electrical (Reno, NV), a women-owned, small business electrical engineering and design firm founded in 1996.

By Mark Zweig | Getting on the phone right now may be the single most important thing you can do to bring in new work.

By Mark Zweig | None of these is a panacea. All of these things do, however, have the potential to bring you new clients, opportunities, and projects.

By Mark Zweig | For many A/E firms, it is going to take a lot of tough decisions, hard work, mental intensity, and help from everyone in the firm to get through this situation intact.

President of Shield Environmental Associates (Lexington, KY), a full-service engineering and environmental consulting firm that seeks solutions of distinct value.

All of us in the AEC industry are being challenged by the disruption this virus is causing, but we got this. Solving problems is what we do.

By Mark Zweig | “If there’s a silver lining in this crisis it is that we may each have a chance to reevaluate our priorities and improve the quality of our lives from here on.”

By Jamie Claire Kiser | What differentiates us now as leaders is our ability to roll with the punches and make sharp, sober decisions.

“The new reality of living with the coronavirus is just getting started.”

“It will take everything we have as leaders to get our firms and ourselves through this.”

Principal at GH2 Architects (Tulsa, OK), an international architecture and design firm founded in 1973 that’s flexible, engaging, and fun.

By Christina Zweig Niehues | The situation is changing quickly, but versatility and fast decision-making have become necessary.

Even if you’re at the lower rungs of the org chart, there are plenty of opportunities for meaningful acts of leadership.

Donald Trump has single handedly breathed life back into the “other social media app” – Twitter. The platform had gone stale. It loses money every year and had a declining user base. Cue the late-night...

If we want to make this world a better place to live, it’s up to us, and not elected officials, to make it happen. Leadership is the single characteristic of behavior that determines a person’s...

If we want to make this world a better place to live, it’s up to us, and not elected officials, to make it happen. Leadership is the single characteristic of behavior that determines a person’s...

Georgia firm grew by nearly 38 percent last year and is poised to start working nationally, and even internationally. By Liisa Andreassen Correspondent Before founding the Foresite Group (Best Firm #18 Multidiscipline for 2016) in...

Nancy Ruddy is a big reason why the firm she cofounded, CetraRuddy, continues to grow and evolve, and can solve complex problems. By Liisa Andreassen Correspondent It all started in 1987 in the living room...

An influx of foreign capital and an acute housing crisis have created a surge in tall buildings, and in an ancient, low-slung city, that’s controversial. By Richard Massey Managing Editor Once dominated by landmarks like...

Complex redevelopment of a blighted area prompts team to be creative across the board – design, personnel, technology, and funding. While having a glass of wine with colleagues from New York, we reflected on the...

This month, readers seek advice on topics related to social media, benchmarking, and increasing prices. WHO SHOULD FIRMS COMPARE THEMSELVES TO WHEN BENCHMARKING? Dear Christy, “We’re about to start our strategic planning process and like...

Here's a small excerpt from the A/E Board of Director's Manual.... In short, some do and some don’t....Since a majority of firms in the industry—most of which are small—have boards, it would seem that boards...