Leading Below The Radar


As far as customers are concerned you are the company. This is not a burden, but the core of your job.  You hold in your hands the power to keep customers coming back – perhaps even to make or break the company.


Nothing Up My Sleeve…

As funds to purchase services have become more and more scarce, customers with dollars to spend expect to receive a high level of service from the companies they hire and the individuals they deal with.  Whether you are involved in direct sales, skilled trade services,  or professional services, your ability to develop relationships and retain customers is critical to your personal success as well as the success of your company.  If you are a service provider, you know that a great deal of work occurs behind the scenes, or “below the radar“, to adequately prepare yourself and your team for interactions with your customers.

My perspective on this topic is in the context of an Architectural design firm.  A lot happens in the time between client meetings to make an extremely complex process appear effortless.   It is not uncommon to spend hundreds of hours preparing for a 30 minute presentation to a client.  A successful design presentation must be inspiring, address a client’s immediate issues, acknowledge his or her previously expressed concerns and anticipate potential future challenges.  Preparation for a relatively brief customer interaction often involves weeks of analysis, research, creative problem solving and coordination with other design professionals.

In an Architecture firm, as is the case with many service providers, it is typical that a leader will be responsible for multiple projects with multiple clients.

Regardless of how many customers you have, each one should receive the quality of service that you would provide if he or she was your only customer.

This does not require a leader to be a superhero or a magician.  However, leaders in service industries must work to develop their “juggling” skills.  Multi-tasking and efficiency is key.  Organization and time management skills combined with the ability to instantly switch from one project to another at any point in the process are all critical to successful leadership below the radar.

I’m Just A Bill…

When I was a boy, my brothers and I would watch cartoons every Saturday morning.  During commercial breaks the station would occasionally broadcast short educational cartoons set to music called Schoolhouse Rock.  One of these songs described the process that occurs for a Bill to become a Law.  While I was too young to understand exactly what the song was about, I recall that it sounded very complicated.  Starting out as an idea introduced in congress, Bill gets reviewed, modified, reviewed again, passed from one committee to another,  voted on several times and eventually becomes a Law.

This is very similar to the design process that Architects and Engineers go through.  Clients hire us to manage a very complicated process so that it progresses seamlessly toward a desired outcome.  Sometimes we do such a good job of not exposing our clients to “how the sausage is made” that they question if we’ve actually done enough work to be paid our fee.  However, this is the exception to the rule.  Most clients understand the amount of work that goes on behind the scenes and are fine with not knowing all of the details of the process.  As one client told me not too long ago while we were leaving a meeting together,

I don’t need to know about transformers, voltages, circuits and wire gauges, that’s why I hired you.  I just want to flip the switch and have the lights come on.

Doctors, Attorneys, Accountants and other service providers all “lead below the radar” most of the time as well.   The end result is what is important to the customer and is typically what determines if the feedback will be negative or positive.  Did my Doctor help me get better, did my Attorney keep me out of prison, and did my Accountant show me how to pay less taxes?  At the end of the process, as long as the switch turns on the lights, everyone is generally satisfied.

Recalling the quote that I opened with, if you are the primary customer contact for your company, to the customer you are the company.  The quality of service you provide to your customers can often determine their opinion of your entire company.  It is a great responsibility to be entrusted with serving a customer and should be approached as such.  Every interaction will strengthen or weaken your relationship.  Peter Drucker said that “the purpose of business is to create and keep the customer.”  The work we do “below the radar” is the preparation that will determine if we succeed at accomplishing this objective.

How do you prepare prior to meeting a customer?  Do you anticipate questions and issues that will come up at the meeting and arrive ready to provide solutions?  Do you communicate to your team the importance of the work they do “below the radar” and how it relates to strengthening the company’s relationship with the customer?  Have you ever been in a meeting where someone was completely unprepared?  If so, what was the result?  How can you reinforce to your team the need to be thoroughly prepared before interacting with a customer?

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Ken Jones, AIA, LEED AP
is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success

Email | LinkedIn | Web | My Blog

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Leaders Gain From The Pain

Never Give Up

Life is a series of experiences, each one of which makes us bigger, even though it is hard to realize this. For the world was built to develop character, and we must learn that the setbacks and griefs which we endure help us in our marching onward. ~ Henry Ford

Getting Back In the Saddle

The life of a leader can certainly be challenging sometimes. One minute you feel as though you are totally in control with things going well. And before you know it, you are lying flat on your back wondering what hit you.

The question is not “what knocked you down?,” the question to be answered is “how long will it take you to get back up?

The Rocky Road

I’m sure most people have seen the boxing movie Rocky. In the fight for the championship, Rocky is badly beaten and is knocked down near the end of a round. Everyone who is rooting for him sees how much pain he is in and they all want it to end…for his sake.

One by one, they begin to yell “stay down Rocky, stay down.” But Rocky refuses to stay down and pulls himself up to a standing position just before the referee ends the match by reaching the count of  TEN.  Bloody and swollen, Rocky goes on to finish the round.

If you haven’t been knocked down in life, chances are that you eventually will.  But rarely will you ever get knocked out.


But once you are knocked down, the count begins.

Here is what a champion does to get back up and win the fight…

One“…take a few deep breaths…

Two“… assess your situation…

Three“….is it really so bad that you can’t continue?…

Four“…you decide to get up…

Five“…you hurt, you’re losing confidence, your opponent appears too strong…

Six“…a few more breaths to clear your mind…

Seven“…now you’re on one foot…

Eight“…you put weight on both feet even though you are in a great deal of pain…

Nine“… wobbling and dizzy you begin to rise.

Then, you are standing on your own two feet….the count stops as you stand up and wave off the referee…you want to continue.  Seconds later, the bell rings.

That wasn’t so bad…you’re stronger than you thought.  Bring on the next round!


Stretched Beyond Your Limit

Working Through ItEach time something knocks us down, we gain knowledge about our character. Whether in a family, work, or recreational situation, setbacks and challenges mean we have pushed ourselves out of our comfort zone.

We are no longer playing it safe and are stretching beyond our self-imposed limitations. This is when personal growth occurs. This is what effective leaders do.

Challenge yourself and your team members to do something that you each feel is just beyond your ability. Like a weight lifter, only when we push ourselves to our limit can we truly know what we are capable of.

So attempt something bold.  You have very little to lose and a lot to gain.

Believe in yourself. If you fail on your first attempt, forget it. Focus on your next attempt and so on. The only way to lose is to quit before you succeed.

Do you model a “never give up” attitude for your employees?  Have  you ever felt so motivated to complete a task or a challenge that no matter what happened you simply refused to quit? How can we as leaders instill this motivation in our own team members?

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Ken Jones, AIA, LEED AP is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success

Email | LinkedIn | Web | My Blog

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Leader, Don’t Be A Goalie

Preventing Goals

In the game of soccer, the goalie is the person on the team who’s primary objective is to stop goals. To achieve this, goalies get to do things that the other members of the team are not allowed to.

These include:

  • Goalies can use their hands to stop a goal.
  • Goalies can position themselves directly between a player and the goal to prevent the player from scoring.
  • Goalies can dive for the ball and the other player typically must back off so the goalie remains safe at all times.

Great goalies use every bit of skill and ability they have to prevent goals from being scored by the other team.  This is a good thing on the soccer field, or the “pitch” as it is properly called. However, in the workplace leaders who prevent others from accomplishing their goals are often viewed as selfish manipulators who will do anything to protect their position in the company.  Everyone has probably worked for a “Goalie” at some point in their career.

Goalies are those in leadership positions who constantly sabotage their team members’ attempts to accomplish their goals.

A confident leader will create a work environment where there are opportunities for employees to continually grow and make progress toward their goals.  The leader’s objective should be to help his or her staff accomplish each of their individual goals.

A Goalie’s Motivation

Why do some leaders insist on playing Goalie?  I believe the answer is simple.  Insecurity about his or her ability to perform as an effective leader and fear that a member of the team, if given too many opportunities, might develop the skills to do the leader’s job.

This mentality is often seen in service-oriented industries where one’s ability to work well with customers and develop successful relationships is often valued above pure technical knowledge gained through many years of experience.

Having the ability to successfully serve a customer and act as the primary point of contact for one’s company is typically more valuable than knowing all of the details about how the product is designed, fabricated, packaged, etc.

Since customer contact can be so important, it is not that uncommon for less confident leaders to keep junior members of their team away from direct interaction with the customer.  If  team members’ goals are to gain experience building customer relationships, by denying them that opportunity their leader is being a Goalie.

Even when a leader encourages direct interaction between the customer and a member of their team, he or she is often reluctant to let the team member develop into the primary day-to-day contact for that customer.  A sign that this is occurring is when the leader uses the word “I” repeatedly with a customer and takes personal credit for the work performed by the entire team.

Leaders, Help Them Score

Confident and competent leaders will want to duplicate themselves so they can have more time to address big-picture issues within the organization.  The Goalie has the mentality that there is only enough room for a limited number of people in leadership positions.

He or she protects their turf at all costs.

However, a confident leader has an “abundance” mentality and realizes that by helping team members achieve their goals, he or she will likely be able to grow and advance as well.

Can you think of leaders in your organization who like to play Goalie?  How does senior management deal with the leaders?  Are they even aware of what these leaders are doing?  What would you do if you discovered you had a Goalie on your leadership team?

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Ken Jones, AIA, LEED AP
is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success

Email | LinkedIn | Web | My Blog

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There’s No “iPhone” in “Team”

team iPhone

The Long Distance Relationship

With the rapid increase in technology over the past years leaders are beginning to use email, smart phones, video conferencing, etc as substitutes for actually being “present” in the office leading their teams. Could it be that the abundance of technology is giving leaders a false sense of “being connected” to their employees that just doesn’t exist?

This phenomenon is becoming a challenge for many companies.  The result is a level of employees who are not being adequately mentored and trained in preparation for advancing to the next level of leadership. Without the daily one-on-one input of their leaders, employees are not as effective at their jobs and are not growing and developing at the rate one would expect.

A phone call or an email a few times each day is no substitute for good old “leadership by walking around.”

I have personally been told by some of these employees that they are frustrated by the “absentee leader” and they feel they are stagnating as a result of the situation.

It’s Me or the Dog!

I remember seeing ads for a television show that aired sometime in the past few years called “It’s Me or the Dog.”  While I never actually watched the show, my understanding is that it would highlight a couple who had a dog that one spouse loved and the other spouse could not stand.  An ultimatum was issued by the spouse who disliked the animal that a choice had to be made…”pick me or the dog because this isn’t working.”

In these times where funding for large contracts is scarce, we are seeing more and more small projects that can only support a team of one or two people.  Now, more than any time in recent history, we need employees who are prepared with the skills to take a small project from start to finish, serving the customer and working relatively independently with little oversight from their leader.  Unfortunately, there are not enough qualified people because of the last few years of attempted “long-distance leadership.”

It is critical that we begin to see a reversal of this trend and leaders realize that they need to be in the office on a regular basis leading their teams.  “It’s me or the dog” is turning into “It’s the Team or the Leader.”

I am a strong believer in leading by example.  If the example that is set communicates that it is acceptable for the leader to be out of the office most of the week, leaving the team to fend for itself, what can we expect the next generation of leaders to do?

At some point, the intrigue of the technology that allows leaders to work long distance will have faded and we will see the technology used simply as a tool to help facilitate our day-to-day work and not as a substitute for personal interaction in the workplace.

The Millennials are Coming!

Companies will be challenged in the next few years to be innovative with how they structure their organizations and cultures to attract and retain the Millennials (aka “Generation Next”) who are in high school and college right now. Innovative approaches to the leadership of this generation will be interesting to observe.

Unlike previous generations who are still learning to integrate technology into their lives, the Millennials are the first generation to have had access to such a vast amount of 24/7 information and technology since they were born. Using it in every aspect of their lives comes naturally to them.

The Millennials are often referred to as “Digital Natives” while previous generations are “Digital Emigrants.”

Millennials will demand a work environment that is flexible and technologically advanced.  They typically have grown up with very hands-on parents and teachers and will likely expect this from their employers.  Millennials will want leaders who are very accessible (absentee leadership will not cut it with Generation Next).  Millennials tend to be likely to look for structured organizations that are well run and follow clear policies and procedures.

This generation is typically driven to succeed and expects to be rewarded for their accomplishments.  They view their time as limited and will likely not want to waste it trying to help “fix” a dysfunctional organization but instead will just look elsewhere for employment.  Therefore, organizations must structure (or restructure) the work environment to facilitate open communication with well-defined expectations of employees at all levels.

Companies that wish to compete for, and retain, the best talent of the Millennial generation must begin preparing previous generations for the inevitable transformation that will occur at some point in the next several years.  They might want to start the process by reigning in their “absentee leaders.”

Does your company have a policy about how often leaders with direct reports are required to physically be in the office?  Is your company aware of the unique characteristics and values of the Millennials and have you began to integrate these values into your existing culture?  What other issues do you see happening within the teams of your “absentee leaders?”

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Ken Jones, AIA, LEED AP
is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success

Email | LinkedIn | Web | My Blog

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Risk – The Tumbling Dice of Leadership

Oh, my, my, my, I’m the lone craps shooter, playin’ the field ev’ry night.  Baby… can’t stay…you got to roll me, and call me the tumblin’ dice.

~ The Rolling Stones, Tumbling Dice 1972

Winner Winner, Chicken Dinner!

New roller coming out” yelled the croupier as he slid five dice toward me.  The table was packed.  I was having a particularly good night and as a result had made thousands of dollars for my 15 new best friends.  “Let’s go Maryland, 7 or 11” a guy at the other end of the table said, referring to the University of Maryland shirt that I often wear when I have the chance to play craps.

Suddenly, the entire crowd started to chantMaryland, Maryland, Maryland…

We were on a cruise ship in the middle of the Gulf headed to Mexico and I was hitting my numbers each time it was my turn to roll the dice. If you don’t play the game called craps, the basic object is to throw your first roll of the dice, called the “come out roll,”and establish a “point” number.

Let’s say you roll an “8.” You then continue until you either roll another 8 and everyone wins, or you roll a 7 and everyone at the table loses. This is a VERY basic explanation.

There are hundreds of possible  side bets that can also be made during the course of a single roll, many of which I don’t really understand. I prefer to play using a simple strategy that gives me the best odds of success without taking too many unnecessary risks.

During this game, it occurred to me that this concept of “best odds of success” might be an interesting leadership topic.

Boxcars – Leadership Requires Risk Taking

Leaders cannot avoid taking risks. they should take risks. Ideally, the risks a leader takes are carefully calculated to position the organization for a successful outcome. In craps, there are “relatively safe” bets and there are “very risky” bets.

The level of risk has to do with the odds of winning vs the odds of losing.

For example, you could place a ten-dollar chip on double-sixes (also known as “Boxcars“) which pays 30 to 1.  But that is a one-roll bet, so you are betting that the very next roll will come up double-sixes. If not, you just lost your ten dollars. The odds of you winning that bet are 1 in 36, the most risky bet on the entire table.

Play the Table – Adapt to Changes

Leaders must be willing to take calculated risks and then adapt to any changes that result. One could argue that a leadership position will never be achieved without taking risks.

What risks are acceptable for the leaders of a company?

In craps, people will refer to the table as being “hot” or “cold” depending on whether most rollers are winning (hot) or if they are losing (cold.)  When the table is “hot,” people will tend to make higher risk, higher payout bets. As the table starts to “cool off,” lower risk bets are placed.

Likewise, during a robust economy, when there are more opportunities, it is acceptable to take greater risks. The impact of a single loss will be greatly offset by the many wins that are likely to occur.

In flush times, leaders can practice “offensive” leadership.

Examples of this are:

  • Focusing on future strategic initiatives
  • Aligning resource requirements with growth projections
  • Developing future leaders
  • Expanding market share

However, in a down economy, leaders tend to adapt their styles to more  “defensive” leadership.

Examples of this are:

  • Focusing on economic survival
  • Keeping existing customers
  • Maintaining quality levels
  • Holding on to market share
  • Taking on work that might have been overlooked in busier times.

As external circumstances change, the leader must be prepared to adapt the level of risk they can afford to take.

Do you know people who take unnecessary risks with your company’s  resources? Have you ever taken a calculated risk and had it pay off?  Do your team members know what types of risks are acceptable and which are not?  Would you practice the same approach to risk at home as you do at work?

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Ken Jones, AIA, LEED AP is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success

Email | LinkedIn | Web | My Blog

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Servanthood, Soccer Moms & High School Students

What does it take to create a world where people work well together; where true leadership reigns; where things get done with a smile? It takes servanthood.

In The 21 Indispensable Qualities of a Leader, author  John Maxwell identifies Quality #19 as servanthood.  The book presents five characteristics of a leader who embodies the quality of servanthood:

  1. Puts others ahead of own agenda
  2. Possesses the confidence to lead
  3. Initiates service to others
  4. Is not position-conscious
  5. Serves out of love (caring).

We can certainly look to the business world for leaders who exhibit these characteristics, and hopefully we will find many.

However, I believe that we need only look around our own communities to find excellent examples of servanthood in action.


“Mom, have you seen my cleats?”

If you are the parent of a child who plays sports, you have probably been asked five minutes before leaving for a game or practice if you have seen a ball, a pair of cleats, a missing sock, or any number of items that, for some reason our children believe we intentionally hide from them as part of some global parental conspiracy. At some point, you have also likely been asked to volunteer to help with some aspect of running your child’s team, and hopefully you have said “yes” at least once.

Because my daughters have grown up playing soccer, I am most familiar with how important parent volunteers are for a soccer team to run well. Parents give up their precious spare time for the benefit of their child’s team and they typically do not get much (if any) recognition.  But recognition is not what motivates them to serve.

They volunteer to serve out of love for their children and, based purely on my observations over the past decade of being immersed in the world of girls’ soccer, I have noticed that it is most often the Mothers who step forward to fill these roles.

Whether they sign up to serve as the team’s manager, the treasurer, work at fundraisers, or rearrange their busy schedules to shuttle their children to and from practices, games and tournaments, I believe that Mothers who selflessly give up their own time for their child’s sport are excellent examples of servanthood as John Maxwell defines it. We should thank them often for all that they do.


Rubber hits the Road

For the past two years, my oldest daughter has volunteered with the  Appalachia Service Project (ASP). Both summers she has traveled in a passenger van full of supplies and tools from suburban Maryland to Central Appalachia with a group of high school students led by several adults from my parents’ church.  For a week, the kids and adults work together in teams on various projects to help families in need.

Typical projects range from building a wheelchair ramp for a handicapped person to constructing an entire addition for a couple who are raising their grandchildren and have no space in their existing home. Most projects involve performing miscellaneous household repairs for people who are not physically able to do the work themselves.

The volunteers set up “base camp” at a local school or community center where they divide the space into male and female quarters.  A typical day involves breakfast, gathering supplies, traveling to the project site to work in the summer heat for 5 or 6 hours, returning to “base camp” to shower and eat dinner, a few hours of social time and then “lights out” to rest up for the following day…and the kids seem to enjoy every minute of their time together.

This year my daughter was particularly moved by the work her team performed for an elderly woman who’s husband had passed away and she could no longer keep up with the exterior maintenance of her home. By the end of the week, the team had repaired some broken porch railings, dug a drainage trench, installed pipes to carry water away from her foundation and started constructing a retaining wall that would be completed by the group due to arrive the following week. The woman was incredibly appreciative of their work and continually thanked every member of the group.

These teenagers, and the adults that work with them, are also excellent examples of servanthood in action.

They volunteer to give up a week of their summer to drive 350 miles from home, sleep on the floor and work in the hot sun all day to help people they don’t know. They are not paid for this work, they do it out of a sense of caring and a sincere desire to make a difference by placing the needs of others ahead of their own.  I have no doubt that these teenagers and others like them will someday become future servant leaders in the business world.

As a leader, do you exhibit the 5 characteristics of servanthood? Do you put the interests of your team ahead of your own? Are you confident enough as a leader to allow yourself to empower your employees without worrying that they will look better than you? Are you focused more on helping your team members succeed than you are on your own success? What other examples of day-to-day servanthood can you think of?

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Ken Jones, AIA, LEED AP is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success

Email | LinkedIn | Web | My Blog

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Leadership Lessons from a Hound Dog

Leadership lessons from a hound dog?

That’s right. Here are three C’s to get your head wrapped around this concept.

Just think Commitment; Communication; and Character


1st: Commitment

The Pack Comes First

Thunder, my 3-year-old Basset Hound / Beagle mix, sat staring out the back door whining as if to tell us he needed to go outside.

It had started to rain. And knowing that my persistent little friend had recently come in from playing in the backyard for about 20 minutes with our other three Beagles, I went over to see what was bothering him.  As I approached, he began to bark at the door.  When I could finally see into the backyard, I noticed that one of our other dogs named Kaci had been left outside and was sitting in the rain patiently waiting to be let back in.

Once I opened the door and Kaci was in the house, Thunder calmed down; followed her over to the dog bed; and then they both settled in for a nap.

As I went back to what I was doing, I realized that within our pack of hounds, Thunder is definitely the leader.

He has done similar things several times before. Every time he did something like this, it reminded me of the military motto “Leave No Man Behind.” Thunder’s loyalty and commitment to the members of his pack would not allow him to relax until all the others were inside with him. He seems like he maintains a deep concept of the familiar “all present and accounted for, Sir” refrain.

A leader’s commitment and loyalty to the team is critical because they are depending on you. In Thunder’s case, it is to help bring them in from the rain.


2nd: Communication

Hey, We’re Hungry Over Here

With four dogs, meal time can be a bit crazy.  This young pack of comrades has developed a routine for their meal time regimen. For some reason, Thunder is typically the last to eat.  Ever since our daughters were old enough, we have given them the responsibility for making sure the dogs have food and water.  Occasionally though, they forget and the bowls sit empty for a while.

Thunder has developed a method for communicating to our family that the bowls are empty and the pack is hungry.  He will wedge his nose under the lip of the empty bowl and quickly flip it up so the bowl leaves the floor and slams back down with a loud crash.  He then walks over and sits quietly at the edge of the family room staring at us as if to say, “I just told you we’re hungry, can you put some food in the bowls?”  He never barks…just sits and stares at us until we go over and feed the pack.

As the leader, Thunder has taken responsibility for developing effective methods for communicating the needs of the pack to upper management.


3rd: Character

If You’re Happy and You Know it Wag Your Tail

When we decided to rescue our second pair of dogs, Thunder was one of them.  He was just a puppy when we brought him home and we worried that there might be a few fights to decide which dog would become the pack’s leader.  But when Thunder walked into the room and saw our original two Beagles, his tail went up, began to wag, and he went right over to say “Hi.”

It was only a matter of weeks before the other three were following Thunder around wherever he went.  He seems to intuitively know how to interact as a leader with the other dogs and appears to get along equally with all three.

Thunder is always the first one to the door when we let them out…tail wagging, leading the charge and barking his deep, hound-dog trumpet call of “come on, let’s go out and play.”  The other three are typically following right behind.

Like Thunder, effective leaders tend to exhibit character and an enthusiasm for what they do that compels others to follow.

The ability to inspire a group to work together toward a common goal is certainly a valuable quality in a leader, whether it’s a person or a hound-dog.

As a leader, do you exhibit these three qualities?  Do you put the interests of your team first?  Do you communicate effectively with your team?  Would your team members agree that you are a person of character?  Would your family?

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Ken Jones, AIA, LEED AP is a Vice President at Grimm + Parker Architects in MD
A service-focused leader, Ken helps create meaningful architecture + client  success
Email | LinkedIn | Web | My Blog

Edited by Mike Weppler

Image Sources: Taylor Jones


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