In a few short days, Cherise and I will once again jump on a plane and converge on a new locale to spread the Let’s Fix Construction message. A new conference, and with that, a new audience, awaits in Anaheim at the AEC Next Technology Expo & Conference to hear a little about the who and a little more about the why behind what we’re doing.
With LFC being founded steeply in our Construction Specifications Institute roots and beliefs, much of the message of LFC and CSI remains in our closed loop circles if we do not do our part in getting in touch with the onlookers and informing new individuals about the who, the what and the why in 2019 and beyond.
These continued opportunities will never cease to amaze me. Cherise and I go into each one grateful for the chance to spread the message of Let’s Fix Construction and to perhaps spark an AHA! moment for even one of our attendees. For I truly believe that it only takes one person to walk away from one of our workshops to know that we’ve done our part. One person to tell us after attendance that they could feel our passion for what we’re doing. One person to say that they got more out of one session than a year of box lunches.
And Cherise and I are just two voices for Let’s Fix Construction. With our Speed Mentoring session in Anaheim, Let’s Fix Construction becomes dozens of voices, encompassing hundreds of years of construction experience, which will be conveyed to dozens more new receptors of our message and mission.
The AEC industry is undergoing monumental change and culture shifts and the next twenty years are vital to not only our future, but our children’s, grandchildren’s and great grandchildren's future. It’s important for all of us to continue to spread our knowledge and experience, and personally for Cherise and me, our mission and our passion that we deploy within Let’s Fix Construction.
You may not have the opportunity to join us in Anaheim at AEC Next, but there will be other chances. We’re always listening and open for new formats to offer creative solutions, separate myths from facts and erase misconceptions about the architecture, engineering and construction (AEC) industry.
The AEC community needs more people like Michael Riscica.
Michael is a Licensed Architect who once resided in Portland, Oregon, with his Labrador Retriever, Molly. And to say he is passionate about helping Young Architects is an understatement. After becoming licensed, Michael was frustrated by the lack of support, bad advice and misinformation he had during the years between graduating architecture school and becoming a licensed Architect. In early 2014 he began blogging at YoungArchitect.com to address that problem.
A few years back, Michael sold most of his personal belongings, bought himself a van, packed up Molly and only what he needed and literally took Young Architect on the road. Rarely in one place for long, you can typically find Michael speaking to aspiring designers somewhere. In five years, he has assembled a massive following of future leaders in the architecture industry through presentations, persistence, and passion.
Cherise and I were fortunate enough to meet Michael a handful of years ago and we immediately saw a kindred spirit, an individual who was not happy with the status quo in AEC and set out to make a change.
Recently, Michael announced the first ever Young Architect Conference, which will be held over three days, August 23rd to the 25th in Portland, Oregon. The mission for the Young Architect Conference is to explore leadership, connection, and service within architecture. All keynotes, workshops, parties, and everything related to this conference will connect back to these three themes in some way, shape or form.
Here is the proposed agenda:
Let's Fix Construction is honored to be friends with Michael and involved with the Conference, as Cherise will be leading the session 'Public Speaking in Architecture'. We're also a hand-selected affiliate of the Young Architect Conference. What does that mean, exactly? That means, you, as part of our community, can register to attend and save $$$. You have one month to use the code LFC for $150 off of your registration.
Please take two minutes to view this message below from Michael and then visit the Young Architect Conference website for details, registration and more.
Contributed by Brent Williams
Recently I had the pleasure of networking with a rising leader of one of the largest CSI Chapters in the country. He, like many rising professionals, is trying to juggle the varied elements of a career, family and the responsibilities of leading a group of professionals in an increasingly demanding business world. Just like a lot of the leaders that I speak with, he’s suffering a significant amount of burnout. He wants to succeed at everything, he cares and he’s trying, but he feels like he’s fighting a losing battle. And while he’s a member of my professional association, he could be a member of just about any member-based association in today’s economy.
This particular leader is burning out for a number of reasons. He’s stressed, overworked, and because the team that surrounds him isn’t engaged and involved, he’s trying to do all the heavy lifting himself. Some of his team are on the way out early - they just can’t balance the demands. His team isn’t engaged because the previous leaders weren’t engaged and enrolled in the vision, primarily because leaders before them hadn’t created or clearly defined the long-term plan. Those leaders were likely failed because of the changes that were brought on by the economic downturn, such as fewer training opportunities, less availability from national staff and less guidance from more experienced members, because they, like many of us, struggle with the very same time demand issues.
In offering him some experience sharing, I explained that the two best tool sets that a Chapter leader can deploy are credit reversal and long-term strategy. While these two tools are powerful in an association setting, they also are impactful in business and parenting, where the ability to help others learn to lead is paramount.
Let me explain.
We all, know as leaders, that running a chapter is tough, but not the hardest thing that we’ve ever done. Things can go wrong, but those things are rarely “big and hairy”. Experience comes in really handy here, for newer folks are afraid to take initiative and lead out of the fear that “something might go wrong”. This isn’t just a problem for association groups, businesses are struggling under the weight of younger hires who are terrified to “make a mistake” in the eyes of the boss. There is no single more powerful business leadership technique than the following simple skill.
You can never start a conversation early enough in construction. Why is it that we wait so long to have that difficult talk? This isn't the birds and the bees with a pre-teen. This is real world ramifications that can affect many on a project.
We' are working on a flooring replacement project that we bid in April of 2018. This project has been on the verge of installation since September. We go over and above to ensure that our proposal is very clear at the time of the bid: What we will do, what we won't do and what is the responsibility of others.
It's important to note that any flooring contractor is not the Clark Kent of a renovation project. More importantly, we are not Clark Kent's alter ego, Superman, on a project. Meaning, we don't have x-ray vision. Conditions underneath existing flooring are unknown to all until the existing flooring and adhesive is removed and the base slab is 100% visible. You could have unexpected layers of flooring or adhesives, hazardous materials such as asbestos, mercury or lead, excessive concrete cracking, delaminating patching or high concrete moisture. Since we've seen each and every one of these unforeseen instances in the past, we exclude any and all subfloor preparation.
If you are preparing construction documents or readying for a flooring project yourself and you have a certain end result in mind and it needs to be included as part of the base bid contract, you need to be very exact and precise with wording. The end result should be so clear in your documents that a layman can understand the proposed scope of work.
On this particular project, the scope of work included flooring removal and to provide the following:
What's wrong with that scope? From a flooring contractor's perspective, I offer you the following response on each line item.
I sat through a pre-construction meeting via conference call today to go over the ins and outs of our upcoming flooring installation. This project will be a combination of a renovated facility, with a new addition being constructed. We have a scope within each section, installing two dance floors in the renovated side and installing 5,000 square feet of gym flooring in the new construction.
After we were asked to review our approximate duration on site to complete our work, we were addressed with the question "how long after the slab pour can you be installing your floor? Is two weeks enough?" At first, I thought I didn't hear the general contractor right, so I didn't put much emphasis on it. But then it was posed again. The project was behind schedule, they still wanted to be completed in May and they wanted to know how soon after the slab was poured could we be in there installing the floor.
First, let me just say that we are supposed to utilize an on-slab vapor barrier as part of our synthetic gym flooring system that allows us to install up to 100% relative humidity in the concrete slab. But, but, but...two weeks after the pour? Were we really being asked that? We're going to be putting a non-breathing system on essentially a brand-new slab and then expect it to behave in a predictable manor?
Secondly, how legitimate is this actual request? All other trade work needs to be done before the flooring actually goes in. Not only does that include the HVAC system, lighting and basketball hoops, among others, but they'll all be done within those two weeks?
For the record, our flooring's installation instructions ask that "the concrete subfloor will be cured for a minimum of at least sixty (60) days.” That would put us well beyond the proposed opening date for the school. Fortunately, we can offer a two-part epoxy moisture mitigation system, which can be utilized with the only parameters being “Newly prepared concrete must be cured for 7 days”.
We addressed our timelines and concerns and wrapped up our conference call after the Owner stated his position to the General Contractor on the importance of the schedule being met. He stated that our call should have been held months ago to state that the flooring couldn't go in during such a short window after placement. But was it really necessary to tell them this months ago? Is it not common knowledge what a typical new construction duration is?
Let's Fix Construction is an avenue to offer creative solutions, separate myths from facts and erase misconceptions about the architecture, engineering and construction (AEC) industry.
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