An Offseason for Architects?

One of the more common phrases I heard when working in a traditional architecture practice was “we’ll deal with that when the dust settles”. If we were organized, we would catalog all of these things we wanted to tackle when we had the time, and if we were lucky, we would eventually get to cross things off the list.

Of course, the dust rarely ever did settle. And when it did, it was very unsettling - because it meant there wasn’t enough billable work for everyone, and billable work is how firms keep everyone employed.

the greenhouses closed up for winter

Throughout my career, I have often thought that architects* need an offseason.

Although I’m not a sports fanatic, I consider the model of preseason, regular season, postseason, and offseason analogous to a healthily functioning architectural process. Predesign efforts are akin to an athletic preseason; design development, detailing and documentation the regular season; and construction the postseason. But architects typically don’t get an offseason.

Likewise, the seasonal nature of growing and farming, especially in Wisconsin, automatically imposes an offseason into the process. At the greenhouse and farm where I work, we spend most of the year bustling. Our business model and the impact of nature has us shifting our efforts with the seasons, often preparing for the next big thing while tackling the current big thing. It can be overwhelming and exhausting, both mentally and physically. But then winter comes and we get a short offseason. We close to the public for a few months and use the time to slow down, rest, reflect, prepare, and train.

My experience at the greenhouse has reinforced my thoughts that architects need an offseason.

⚘⚘⚘

There are a number of universal problems in the architectural field, at both small and large firms and across market types:

• Architects are chronically overworked. It’s typical to work on multiple projects at the same time, sometimes with overlapping deadlines, or starting a project predesign while still actively completing another project’s design and construction. Architects often talk about feeling like they are underwater without getting the opportunity to resurface and catch their breath.

• Architects are typically expected to have high levels of “productivity”. If they aren’t working on project work, the firm doesn’t get paid. These expectations can lead to unhealthy work cultures, including high levels of anxiety and job insecurity, especially in a situation when a project is wrapping up and another one has not yet been assigned.

• On top of project work, architects face above standard demands for professional growth, from the licensure process and continuing education requirements to the “basic” necessities to maintain efficacy and employability: staying on top of local and national code updates; understanding new products and systems; mastering software and technology advances, etc.

As the practice continues to evolve, individuals and firms must evolve with it, finding additional time to dedicate towards the development and improvement of personal, team, and firm processes and resources. Many firms choose to ignore some or all of these issues, which can magnify the problems and create new ones. 

Following the professional sports model and incorporating an offseason into the architectural process could address these issues, and others, leading to a healthier work environment and a stronger team ready to attack the next project.

How would this work? Since deadlines and completion dates are not aligned between projects, it would be impossible to provide a shared offseason for an entire firm or the entire industry. Instead, I propose a system that provides “project sabbaticals” for some or all individuals in a firm. Unlike a traditional sabbatical, where individuals take complete leave from their job for a period of time, a project sabbatical would be time spent at work away from projects. The time would be used to rest, reflect, train and recharge.

• Rest: Staff would be encouraged to use some vacation time and employers are encouraged to allow for reduced hours during this time period. (Because, let’s face it, your staff likely just put in a lot of extra hours to meet project expectations and deadlines)

• Reflect: Spend time reviewing past projects completely - what went well, what didn’t go well - considering the design, details, process, communication, client relationship and team relationships. Identify growth opportunities (both hard and soft skills) for self and firm, and create a long term plan.

• Train: Tackle those CEU’s, read a professional book, learn a new skill or hone a dull one. Training can be self-guided or follow a curriculum.

• Recharge: Eliminating project work for a period of time would allow staff to clear their heads, innately providing a resurgence of energy. Instead of jumping right into the next project feeling drained, staff will look forward to starting a new project with enthusiasm. (You know that old adage that distance makes the heart grow fonder?)

⚘⚘⚘

The offseason for professional athletes is considered essential - there’s no question that athletes shouldn’t be expected to perform at a grueling level of physical competition year-round. Their offseason is a time to rest, recharge, train, and prepare for the next season.

Alternatively, architects are expected to carry the same grueling level of mental load day after day, with the few exceptions of holidays and vacation days.

The benefits I’ve gained from having an offseason have impacted my life both personally and professionally. It gives me time to focus on other opportunities in life - like creative projects, spending extra time with family, or even having a part-time job in another field that I enjoy - which makes me feel happier and more balanced. The time away from work allows my mind to decompress, eliminate unneeded information, and make space for new ideas. And once those new ideas start flowing, I get more and more excited to return to the garden center for the season.

These are benefits I wish I had as an architect, and ones that I believe every firm should value.

Happy Growing!

Sarah

*Although I use the term “architects” throughout this piece, note that I intend to refer to all architectural and design staff, regardless of licensure status or interior/exterior scope of work.