Small and mid-sized architecture firm leaders often fear becoming too “corporate” when faced with practices, systems, and policies used by big firms. But to get big, larger firms must be doing something right. Join CVG to learn which large firm business practices are most applicable to smaller firms – and why. We’ll discuss how larger firms approach project delivery, strategy, business development, operations, and organization, and which aspects of these approaches might be instructive to smaller firms. Lastly, we’ll explore how this understanding creates opportunities for smaller firms to effectively compete, successfully differentiate themselves, and strategically partner.

Many firm leaders ask, “What are you seeing in the economic trends?” They often want to know, “Is the market slowing down?” and seek some clairvoyant insight into conditions of which they have no control. Mostly, their obsession with answers to these questions signifies an approach to business growth that is more centered on answering the phone and responding to inbound inquiries than the hard work of active and consistent business development. Over time, there is a direct correlation between the pace of business growthand the firm’s investments in business development activities.

Credibility is defined as the quality of being trusted and believed in, so naturally a leader’s impact on organizational behavior is directly correlated to their level of credibility. A lack of credibility means a leader is less effective at impacting positive behavior. In this short article, learn common behaviors that erode leadership credibility.

In this interactive webinar, CVG’s CEO, Todd Reding, will walk through common sticking points that CVG has helped partners navigate within the leadership of small and mid-sized architecture, landscape architecture, and interior design firms.