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Features Letter from the
Chair Compensating the
Synthesizers Communication: Key to
Compensation The Architect's
Offense Zero Tolerance: When to Decline a
Client Speak Softly but Always Carry the Big
Stick When Good Jobs Go
Bad Thoughts on Collection
Karen Harris, AIA
Problems in getting paid for our work has been a hot-button issue
that, unfortunately, seems to be a nearly universal experience. In
this issue of the Small Project Forum Journal, you will find
articles and tips that define and reinforce those good practices
that, if followed, should keep us out of trouble.
Kurt Lavenson, AIA
Architects, arguably, are drastically underpaid
for the responsibilities we assume. Despite our constant quest for
recognition of our designs, it is difficult for architects to ask
for money. Effective partnership with clients helps to ensure that
they understand, respect, and value our work—and pay us what
it's worth.
Edward Joseph Shannon, AIA
Communication is the building block of the architect-client
relationship. Effective written and verbal
communication—before establishment of a written agreement as
well as throughout the duration of a project—is the key to
establishing consistent, timely fee collection.
Lisa Stacholy, AIA
Architects are at a distinct disadvantage when it comes to business
management. When it comes to getting paid for our services, the
best defense is a proper offense. Know your client, maintain close
contact with your client, and follow your instincts.
Tom Shiner, AIA
Clear danger signals present themselves almost immediately during
the initial meeting with a new client. I have two responses to a
danger signal: I can either attempt to enlighten the prospective
client, or I can politely decline to do the job. It is often best
to walk on.
David C. Hughes, AIA
We as architects think more of our work than we do of our business.
With a little more wisdom, we must start taking greater charge of
our projects in the beginning. This may be foreign to us, but be
assured that this is how our clients handle their business day
after day.
Louis Smith, AIA
For some jobs, it is better to walk away early on if clients are
not willing to adhere to good practice. What did I learn? Stop at
the first red flag.
Laura Lee Russell, AIA
As architects, we must learn to do business. Good contracts and
documentation of services performed will help if you have to use a
legal solution to get your fees. These scenarios work for me with
small projects for private clients.
Resources Tip 1: Hire a Black Hat Tip 2: Consistent Billing Tip 3: Align
Expectations Tip 4: Evaluating Clients Tip 5: Protect
Relationships Tip 6: No Shirt—No Shoes—No
Service
Karen Harris, AIA
When billing and collection problems rear their ugly heads,
there is an obvious benefit to having a person handle these issues
who is not directly involved in the performance of professional
services and client satisfaction.
Dave Giulietti, AIA
We have found it convenient to set up our billing cycle to best
suit our needs. We bill monthly on each project rather than at the
end of a phase.
Graham Pohl, AIA
Alignment of expectations with reality is the key to getting paid.
When we are interviewing potential clients (and they are
interviewing us) we are very clear about our mission and our
preferences.
Judith Wasserman, AIA
Since almost all our clients are one-timers, we cannot afford a
learning curve in the getting-to-know-you department.
George Bissell, FAIA
When a billing is two to three months overdue, we begin a dialogue
about why the bill has not been paid and clear up any
misunderstandings. This usually brings a check as well as the most
important result—a continuing relationship with the
client.
Karen Harris, AIA
Would any of these lines following fly at your favorite restaurant?
Of course not. You order, you eat, you pay, and you even tip well
for exceptional food and service. We all need to learn to expect
the very same (except, of course, for the tips).
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