I am confident and convinced that architects they need to rise up and really wake up to their value and their importance in society. Hello, and welcome back architect Nation. I'm Enoch Sears. And in today's show, I sit down with Mark Luke page of entre architect, Mark recently interviewed me for his podcast. And we dive into topics such as the value of an architect what the future may be like in the industry, as well as the changes that we've seen in architecture, especially relating to small firms in the past decade. So with that buckle your seatbelt and here is my interview with Mark are the page of entree architect. This episode is sponsored by Smart practice, the world's leading step by step business training program that's helped more than 103 architecture firm owners structure their existing practice. So the complexity of business doesn't get in the way of their architecture. Because you see, it's not your architecture design skills that's holding you back. It's the complexity of running a business, managing projects and people dealing with clients, contractors, and money. Hello, listeners,
we hope you're enjoying our show. We love bringing you these insightful conversations, but we couldn't do it without the support of our amazing sponsors. If you're a business owner, or know someone who would be an excellent fit for our audience, we'd love to hear from you. Partnering with us means your brand will reach over 40,000 engaged listeners each month interested in becoming a sponsor, please send us an email at support at business of architecture.com in
six years, welcome back to entre architect podcast.
Hey, Mark, good to be here. So glad to come on again and speak with you.
I'm excited about this. You've been on the show a couple of times, way back when I first launched back in, thank you the first time you were on the show was 2014, I think, a couple of years after we both launched our our platforms, which that's part of what I wanted to talk about here today. You and I have been friends for a long time have been allies for a long time, we started at the same time 2012, we both launched our platforms, you at the Business of Architecture meet at entre architect, very similar mission, very similar vision, doing different things for different people, but very much aligned with wanting to help the profession grow and be more successful. And so what I want to do today in it is maybe talk a little bit about what we've seen and what we've discovered in the past 10 years, what the profession has looked like what's changed in the last 10 years. There's a lot of change in the past 10 years. And then maybe talk a little bit about what's happening today, and then maybe peek at the future. What do you think about that? Sounds
like a great mark, I'd love to talk about that, you know, you and I we've been on the scene here in what we might call the training coaching educational space in terms of the business side of architecture for over a decade. And I know there there are other consulting other companies out there that have been in the this space even longer than we have, you know, 10 3040 years. So there's certainly been a lot of change in the, in the space. And there's been a lot of change in what I've seen. And probably one of the biggest shifts that I've seen over the past 10 years, is the younger architectural practice owner. So the younger people who are coming up in the profession, they seem to be a lot more. And this makes sense. But they're a lot more savvy with digital tools. That and when I say digital tools, I don't just mean the production tools that we might use to produce drawings like Revit. And I'm referring to social media content, video content, thought leadership content. And so it's very interesting to see this kind of rift in the the way that architectural practices are run. So I see there's like a rift between like the older generation of practices that were more established, maybe firms that were founded in the early 90s, even for a while probably that probably that's kind of the cop like it's sometime in the 90s These firms very much represent just an old school way of doing things, you know, and that old school way would look like, you know, it's common for us to hear these, these, these very mature firm owners who've been doing this for a long time. And my hat's off to them for the effort, the skills, the experience, what they've done to build their practices. But we hear a lot of times, you know, when when we're in confidential spaces, of course, you know, man, these, I don't understand my my younger employees, they just, you know, it seems like they feel like they're owed everything. You know, they they hop off during the middle of the day to go buy shoes, and they don't even tell me I mean, I told them we have a flexible work environment but I'd appreciate at least being let know that they were going to talk about you know, head off and go buy some shoes or they're coming to me and they're saying, hey, we want to have Friday afternoons off, and so we get them Friday noon. Turning often we're hoping that will increase productivity and finds out that it decreases it. So there's, there's, there's just a cultural rift there between a firms that were founded previously. And then the way that they perceive younger architects who are younger in the profession. But one thing I do see about the younger architects in the profession is that they they do have, they did have different cultural values, in terms of how much they want to work. And, and balance that or synchronize that with their personal life, they may have other interests, a lot of them aren't just all about architecture, they they're like, hey, I want it time for family, this is kind of have my architecture box over here and have this over here. So to summarize, you know, as these firms become older, and there's a lot of ownership transition coming along, we're seeing a new generation of firms coming up, that have a very different approach to how they market a different approach to how they lead a different approach, how they want to run their cultures. Because even like, I look at my parents, and I think, you know, when I was a teenager, Mark, made, it wasn't this way for you. But I was like, I'm going to do all these things differently. Like, I'm seeing all the flaws of my parents, and when I have my own family, it's going to be this, this and this. And we do the same thing, you know, with our employers, we can easily see all their faults and think that, you know, it's so much easier, and we'll do it differently. And so it does feel like over time things are I would say things are positively moving in the right direction to keep up with the changes that are happening in the larger world.
Yeah, I 100% agree that we are improving the profession is growing and becoming more successful, more valued. And I agree with you about the younger generation doing things differently. And, you know, my generation, you're a little bit younger than me, but my generation is the transition generation. You know, when I started the profession, it was on a drafting board. I'm not sure about you, but but there was no computers in my first office. It came that computer came after I came to that job, right. And so we went from the drafting board to the workstation. There was no internet. When I first started well, there was internet but wasn't being used in the profession. That So the internet is something that has significantly changed. And the generation that you're talking about are our technology natives, right? Internet natives. They were born with iPads in their hands, right. So they've been on the internet their entire lives, which gives them that, that acumen for technology. But also they've witnessed the internet and social media that has come with it. And in addition to being more tech savvy, they're also more business savvy. They come understanding, entrepreneurism because they see it every day on the internet, right? Not necessarily through architecture, where they see it as well. But everything is being monetized. And everything could be a business, and you can do business anywhere in the world for anything. And so they come with that mindset. And so I think that generation shift is a very positive one. But I definitely agree with you that there's some conflict, right, it's hard for the generation before me, who had none of that, to see this new way of doing it and trying to come up with a way that that bridges those
the very interesting time, it is, you know, and it's it's encouraging with the whole business side, it's same thing I see the same thing from my side, Marcus, I see that the younger architects are starting their practice, they're, they're coming into it with the idea, not so much that I'm an architect running a business. But hey, I'm, I got to be a business person, I have to figure out this business thing. And I'm doing it in the profession of architecture. So they're already thinking about things like core values already understand that marketing is important. Or understand sales is important. And branding is important.
Yeah. And that's a complete flip flop. Right? That that when we first started, we that's why we started, right. That's why entree architecture was launched. That's why Business of Architecture was launched, to teach architects and to to convince them. They're in business, that they are entrepreneurs that they need to focus first on the business, and then the successful firm comes after. Whereas today, what you're saying, today's generation, architecture coming as business first, understanding those fundamentals are important. And then they're going to apply it to the thing that they love and want to practice.
Yeah, and unfortunately, it just seems like well, maybe not, unfortunately. But it seems like the case with us as humans, is that oftentimes, change happens because of pressure, or pain, or unpleasant circumstances, as opposed to change happening simply for the joy of doing something different and innovating and taking risks. Because change is risky. Yes. I mean, I remember when TPO membranes first came well, not when they first came out, but as they were being adopted for roofs and cup public commercial buildings. I know a lot of architects are like we're not going to use Is that not gonna use that material? It's new, it's untested. We're going to use our old, you know, late, just our asphalt cement roofs, we're just going to keep on using those, you know, the felt underlayment with the tar on top and, you know, the six ply or whatever it is. You know, and it's like, because it's safe.
Yes, yeah. Yeah. And that's how change happens, right? Everybody thinks that they want change. They, they, they dream of change, or they have the vision of what they want their firms to look like, and what they want their lives to look like. But really, you're right, that the change doesn't happen until the pain is so painful that they have to make the change. It's very rare that you proactively make that change without feeling the discomfort first.
Yeah, absolutely. I have a friend who's an entrepreneurs lead several successful businesses. And he has a saying, where he says I'm out. And this This was his pattern. In the past, we said I was always I was always burn everything to the ground. And what he means by that is, he would find out that he kind of reached a certain level of success in one area. And then he couldn't kind of plateaued, he kind of reached the ultimate success there. And so he just destroyed it, and build something bigger and it was different was bigger. Now, obviously, he's, he looks back and says I probably didn't need to destroy those things. But the one thing he did have was the ability to just go all in, just jump for it, make it happen. throw caution to the wind in a sense, and it served him well. Because let's face it, a lot of entrepreneurship is looking into the future and seeing that there's a pleasurable possibility there in front of us. Now, Mark, you said something that you said something that a lot of firm owners, you know, kind of dream for a better firm or have a dream, what their firm looks like? Is that is that your experience of it? I want to question that. You're
not sure you're not experiencing that?
You don't see I'm not sure that's the case? Well, I don't know. It's like, because when I, when I was laid off back in 2007, for the first time in the Great Recession, I just remember being at a stage of my life, where I didn't know what the future held. You know, so it was difficult to have a dream. Like I had a very vague dream I had, like, I knew I wanted things to be, quote unquote, better. I knew I wanted to provide for my family better. I knew I wanted to work that I enjoyed. But what that would look like was just very, it was hard to pin down. It was difficult. And now and and I'm curious, I'm curious, I think it's common for business owners, you're very vision driven guy. I mean, I remember back in 2012, you kind of had this picture of a entre architect was gonna look like it was like, amazing. And now I have I feel that's a bit of a superpower for you. Yeah.
Well, I, I am, I do have that vision. And it's, it is exactly what drives me. But I think, for me, I think the architects that I talked to, they're very creative people, right? Many of them I asked, I asked the question, you know, the origin story, and most episodes, and almost every episode, the architect explains that they knew they wanted to be an architect when they were young. Right? The vast majority of architects decided they were going to be an architect. preteen, right. And so. And I think that creative personality and sort of having the, the, the desire to become an architect, they have this vision of what an architect is, and what it could be, and what it should be in their mind. Right, very often very unrealistic. But the vision is there anyway. Right. And so I think most architects, and I don't know if most architects but the most architects that I talked to, do have a dream of what they wished their firm would look like, and would be what I what I agree with you may be the case is that they don't document it, right. They don't, they don't do anything to achieve it. They just have the dream. And then they just keep working and working and working, hoping that the dream will will come. And you and I both know that that doesn't work, there needs to be a framework, there needs to be a plan, there needs to be something that gets you from here to there.
I love that. I love that the idea of a framework powerful framework is important because the cool thing about frameworks is frameworks are structures upon which change can still happen within them. Because any vision or any plan is going to need to zig and zag, it's gonna need to change, you know, as the market shifts, etc. So, oftentimes when we set visions for our businesses, and when I was just talking with Ryan about this the other day he was we were talking about the vision that we have here at Business of Architecture, I said, Well, we have a big audacious goal for where we want to get to in terms of revenue number, etc. Like that. But the path to get there I have a clue. And I have a big spreadsheet with a lot of ideas. And mostly what I can see is about a year in advance, I can say okay, these are the steps we're going to kind of take in the next year. So but beyond that It's like the fog of war. And now beyond that, who knows what's gonna like, there's so many variables that are going to happen. I remember hearing in business literature how the Japanese would like, make 100 your business plans? And I was like, wow, yeah. Yeah. That's amazing. That's incredible.
Yeah. But I mean, you, you with that framework of sort of having the big, audacious goals. You say you don't have a clue on how you're going to get there. So is your is your practice, just one year at a time, I have this big idea. And I just need to hit this next year goal. And then next year, I set another big goal. And next year, I hit another big goal. And that, is that how you do it?
Yeah, generally, the way that we practice planning, I've done it a lot of different ways, right? So typical business will be like, Okay, you have your vision, which is way off, it's kind of maybe the unreachable goal that you may never reach. It's like the big inspiring thing. And as you know, typically three to five years for listeners, this is like, kind of intermediate business planning books will tell, you know, you have your three to five year plan. I don't have a three to five year plan. Yep, I don't know what's gonna look like in three or five years, I have a three to five year like, like rough idea of where I want to be and things I'm passionate about, you know, so I really just focus on the big goal, which is often the future, and then kind of the next, the next one to two years. So the most I really look out as like about two years. In terms of the planning that we do. Now, having said that, there's milestones along the way by like a certain amount of time we want to get here. But as it gets farther into the future, it's more more vague about what it's going to look like. So what works for me,
so do you set goals within within that one year vision? Do you set goals or to achieve at a certain time? I need to do certain things in order to get to that goal? And in the year? Yeah,
yeah, absolutely. So what I found works out well is we've ditched quarterly planning which that a couple years ago, we just do monthly now. So we every single month. So every single month, we're we're breaking down our 12 month plan, or 12, we call it an impossible game. So we set an impossible game for the 12 months. And the reason why we call it impossible game is because the it should be much of a stretch so that reaching that reaching that achievement, or that milestone is impossible based upon who we are right now at the moment.
With within your you're going to need to make some changes in order to achieve that impossible goal. Yeah,
and changes in ourselves changes in our thinking changes in our leadership. And then so based upon that, then every single month, we sit down, we sit down as a team. And also I do it individually, and our clients do it as well. We sit down and we look at what's the focus for this month. That's going to take us closer to that that milestone. And we also look at, we make sure we look at the four what I call the four key areas of life, people divide this up differently, we call it body being balanced in business. So we look at fitness, physical fitness we look at that would be the body, we look at being which is your connection with a higher power, if that's not for you your internal certainty of what you represent your confidence. Your balance would be your relationships with people in your life, if you're a father, a mother of a spouse, you've have kids setting goals in those areas. And then of course business, which there's a whole load of things there for financial. And it's fun, you know, as we bring in these, like a holistic approach to goal setting. I was just talking with an architect the other day who's been in our program for a year. And he's like, he's like I lost 22 pounds this year. I was like 22 pounds? I'm like, Yes. Yes. You know, because oftentimes, what we found Mark, what I found is that a lot of times the business growth that I'm seeking for, I can't it's not necessarily going to happen if I just focus on the business. Because maybe there's some personality gap that I have in my leadership or the way I think about things or the way I view the world that if I just try to head on try to go after that thing in business, it's not going to happen. But maybe if I try working on my marriage, then I'm going to discover Oh, you Nick, you know what, you're not that empathetic. You need to a better job of listening to your wife so you can understand where she's coming from. And then once that clicks, then I'm like, Oh, well, same thing happens in my business. You know what I need to be listening my team members understanding what they care about understanding how to recreate their world for them. So
your smart practice method, is that included in all of that? Correct?
Yes, the planning framework that we use within the smart practice method is it's a system whereby we have a B hag, we call it a summit map. So it's kind of creating like the big plan for the future. And then General General milestones along that including like a five year goal, a three year goal, but those are just kind of revenue numbers and kind of projects you want to work on. And then we look at the year and the year ones are the ones where we really sit down say, okay, what are the really exciting things that I'm juiced about an hour, and then halfway through the year a lot of times with these goal setting exercises while we're reviewing it every single month, so it's cool because it doesn't slip. Right? But then the other thing that you discover is you're doing this Like, just as monthly check in, you're like, you know what, I had that on my list. And I haven't been doing that, like, for instance, I've had like, two years Mark I've had improving my flexibility in my, my body, right? So my muscles, and so one of this is like, I want to be able to be more flexible in my groin. Because from sitting down to whether it's COVID, or whatever, but sitting at a desk all the times, it's like, I can feel when I try to get in and out of a car, when I get up suddenly off the couch. And I'm like, like, hold on a second. Now, where's this youthful body I had. So one of my, one of my goals is to increase my flexibility. And I have like, I want to be able to do, I think I want to be able to do like a side split with like six inches off the ground. You know, and that's been on my list for two years. And so I was like, okay, Enoch, I'm not taking the I'm not taking the actions that lead to that result. So I gotta ask myself, do I really care about this? Is this real? Why am I not doing it? And so it's a good check in to see like, what things you care about. So we kind of adjusted along the way as well.
So what were the four pieces of the framework?
So number one, your body watches your fitness, your being, connection was self connection with the higher power, your balance, would would be your partner, your romantic partner, and your children primarily, and then other relationships in your life? And then your business, which is your finances, both personal and business finances, as well.
Yeah, I love that. I love that it's holistic. And you're really looking at literally everything, because they are all related. Right? Like you said, it's very hard to achieve your business goals if you're not healthy, or that you have distractions in your marriage, or, you know, your kids are not happy. Right? The things in your business will suffer when those things are not working. Yeah, yeah, yeah, yeah. And your stiff joints. Could be COVID. But it's also age in it. We've been doing this a lot. The news
to me man had to break the news to me. I mean, there's a thing called age. I read this book, by the way by a guy named Ron Zeller. Ron Zeller was the name of the book. It's kind of it's really fun. But actually the he was he was a guy that came out of he was under if you've heard of landmark, they do a lot of personal development stuff. If you ever heard of the landmark training program? No. Okay. Well, Ron Zeller was a trainer for them. And what Ron Zeller, he wrote this book, he was like, in his 80s, he did these incredible things. Like he ran a marathon, he became a taekwondo champion. And he did all these really cool things that were like, define his age. And so he wrote this book. And so I can find, oh, it's called aging or ageless. And actually, in the book, he makes the case that aging is, is a cultural conditioning. And it's a myth. Now, I'm not saying that that's true. I'm not saying it's not true. I'm just saying was a very interesting thought experiment. And because like you I look, at my age, I look up every day in the mirror. I'm just thinking, like, even yesterday, I was looking at some of the pictures and noticing some more wrinkles on my, I think we're getting
I think I like the gorilla. If you look at our pictures 10 years ago, I think I look better than I did. 10 years ago. Yeah.
Good. You're looking good. Thank you appreciate it.
So I you know, we've come a long way. And, you know, I love the things that you're talking about. I love the holistic approach that you're taking with your your training. What does the future look like for you specifically for you? I mean, we talked a little bit about goals, but like, where do you want to take Business of Architecture and, and smart practice method? And, and yourself personally, right, holistically, where do you want to be in the next five years? 10 years?
Yeah, beautiful. I mean, we continue to want to serve, serve our clients and serve architectures, the highest level episodes of architecture, you know, we just want to over deliver for people who come and join our program, we want them to experience all the abundance that they can get in the world, you know, through their practice. And here's the thing like architects are if you think about it, architects are basically the stewards of our built environment. Absolutely. Like and and, and we look at that, and construction professionals might disagree, politicians might disagree, but I mean, like, the creative aspect of the built environment, like you know, it's like, like architects, I was talking with an architect who does a lot of very high end homes out and we're used to live but certain New York area but he's like over in the Hamptons, that kind of right? And he said that nowadays like he gave the example he said you know, I really try to convince my clients to do very high end millwork because these guys these craftsmen who do the high end millwork are in has been passed down for 100 years or more of how they do this woodworking and these guys are like real bonafide craftsmen. They're not the day laborers who come in and you know, the rough carpenters. This guy's like, doing the really cool stuff. And he said they they're there their craft is dying or it's under threat, shall we say? Yes, it's under threat. You know, and like I get the conversation about, you know, that whole opens up another whole nother can of worms about like wealth and luxury. But what I do know is that oftentimes the wealthy elite and the luxury and the things that are able to invest in end up being able to help out the rest of society, right, like, like memory foam, NASA, you know, they're trying to figure out a good seat for the astronauts. Well, guess what, now there's, you know, hundreds of 1000s of Americans who are sleeping a whole lot better on their memory foam mattresses, and how it's like, the post it note, you know, that whatever they were trying to invent some glue, you know, and they came up with this, like little post it note that we use all over the place. So I really, I'm, I am confident and convinced that architects, number one, they need to rise up and really wake up to their value and their importance in society. Because architects go through design, training and school. They go through the Bose ArtStyle training, they're trained about all the old traditional ways that architecture was done massing, the way that spaces sit together, like this is a craft. And what ends up happening when when architects are under Financial duress. In other words, when their businesses are difficult, they're not making enough money, then what ends up happening is the industry gets under threat, right? So people end up leaving the industry, it's harder to find good, qualified people. And then we have, we have a brain drain. So we have aI coming on what's I mean, there's so many radical change is happening, we really need architects who are bold, number one, and they understand the value that they have. And they're willing to stand for it in a radical way in the face of other people who are telling them that, you know, you're not valuable, or we can do this this way, or this AI program could replicate what you do. These are the kinds of battles that architects are going to have to take a stand for. Right. So So and support.
Are you optimistic about the future of architecture?
Oh, I'm so optimistic. I'm so optimistic. Yes, absolutely. What
is the profession look like in five years from now, with AI and all the things that are happening? Yeah,
I mean, great question. It's like, it's like, AI is just as you know, incredible. So I mean, I was talking to a camera, I heard this from a friend or someone, he said, Hey, look, you know, here's the truth about AI. He's all the people who are going to, there's going to be two kinds of people in the future, there's going to be people who learn how to work with AI and harness it and become the, the, the, the curators of it. Right. And there's going to be the people who don't. That's right. And the people who become the curators of it and are sent how to use it are going to, they're going to set the conversation for the next 1015 20 years. That's I can't see it, how it turned out any other way.
Yeah. And so do you think architects will do that? Do you think they will embrace AI and become the leaders of AI and technology? Some
will? Some will? Yeah. And I think others will, it's interesting, and others will come from outside. So you look at some of the look at some of the companies now coming in from Ai, they're coming from the tech space, right? And it's like, it's like, either architects rise and do this, and get involved in this, and will probably be the younger architects because they're looking for career paths, and they might get pulled into an AI company. But it's, it's got it's got to happen, you know, because we don't want that we don't want that brain drain to happen. Yeah.
And they don't want to lose that what you were saying about other industries and technology, that's a big threat, right? Those those industries, and that technology can take over, right and take our professional way. And yeah, and could make architects obsolete in less architects embrace it, and lead it and become the stewards of it. And I think the generation that we were talking about earlier, that are the younger generation that are coming in native technology and business will fully embrace that and will expect it and will will, will save the profession. Absolutely, the next generation will will thrive in this new in this new world.
Agreed. So there's, you know, when we look at AI, it's easy to well, not just AI, but just the world in general, geopolitical changes, crazy politicians in office who are doing just crazy things and seem to be out of touch with like, humanity in general. You know, it seems there's corruption happening. And, you know, I don't watch the news anymore, but it just seems like a continual He Said, She Said, kind of battle fest between, between politics, etc. And so it's like, yeah, government's not going to save us. No, no, it's not going to save us. The everyday man and woman's going to have to rise up and say, when I say rise up, I mean, just start being more vocal. There's, there's gotta be, there's gotta be people with values, standing up and saying we've had enough. Yeah. And same thing goes for architecture.
Yeah, I think there's such an opportunity for leadership, both, you know, in architecture and in our country. If so, Somebody just stood up and started telling the truth and telling, saying the right things that need to be said, both in architecture and in our country. I think the country will will rally behind them. I think that the profession would rally behind them. And so I think it's just a matter of having some strong leaders. I think generationally, I think from from that same generation, I think we'll also save the country, right, I think this next younger generation will live through this mess that we're in and say, we're not doing it like that. We're not going to we're not going to do it like that. We're gonna do it differently.
Yeah, I mean, there has to be a, there has to be just a converse, just a shift in consciousness. And, you know, hopefully, it won't happen because of pain, like we talked about earlier. Yeah, that's not that's down in a in a couple of weeks ago. Yeah. Yep. And as I was down there, I was in Peru, in the Amazon. And, you know, I was kind of taken aback, I was taken aback to the way that we used to live in this country before we were super developed, you know, you know, people living off the land. And, and there was just a certain, you know, I felt a certain like gratitude for being given a glimpse of that way of lifestyle where people aren't so separate in suburban homes, that everyone has an 8000 square foot lot, and you never see your neighbors, and it's like, from doorstep to doorstep to go work in a corporate cubicle somewhere. And there's, this feels like there's a sense of humanity. That is that that's missing from modern life. And we're shifting, we're shifting, or I can see, I can see the United States and just, you know, the consciousness of communities shifting over. But it's a wild ride, Mark, and it's, we have so many tools available like the internet and AI to, to help all of us be more prosperous. Yeah.
Well, I think people like you who have dedicated their lives to helping others grow and prosper, is a big way that the future will will succeed, right that the profession will grow, or world will grow. Because I think not only the people who interact with you benefit from you, but all of the people who interact with those people benefit from the work that you do. And so, first of all, thank you, thank you for doing the work that you you, you have done for the past decade, and continue to do at a very high level. Thank you for leading the way and showing many architects how to do it.
Thanks, Mark. And I would, I would like to, you know, just speak to your audience and my audience as well, because we'll put this on my podcast and just really inspire them for what's possible, you know, because the reason why someone will listen to this podcast is because they know there's something better for them inside, they know that they have some contribution to make to the overall kind of conversation in the world, or, you know, around these things that we're talking about for the future. So, you know, Ryan, my business partner, he came to Business of Architecture, because he was motivated by the podcast. And he led and I know you have people in your world the same way where they listen and they're inspired. Yeah. And you help them connect with something inside of themselves. That kind of blossoms into a new level of leadership. So I want to, you know, just inspire our listeners to say that, yes, architecture is changing. Yes, technology's changing, it's going to change at lightspeed. And don't worry about it. Don't Don't, don't stress out about it, do it? Do what you know, put your shoulder to the wheel. Like how belief have a followed us. Follow your dreams.
Yeah, and just follow your heart. Take the next best step. Right, it's so easy to get overwhelmed with the vision and all the things that we need to do. And really all you can do is the next best thing. And so, yeah, thank you for
Mark, I want to I want to ask you, what's your what's your, what's your approach to rest? So right now with the, you know, internet and everything, there's a lot of hustle and grind culture. When you tune into all the entrepreneurial world. It's like, there's so many, like, I love Les Brown. I love Tony Robbins, like I love I just love listening to Greg, you know, I love it. But a lot of times the message is like, when you're tired, keep pushing harder. Don't stop, you know, go to the top of the mountain when you reach that mountain. Go to the next mountain. Yeah. And I'm curious, you know, where do you land with that like rest, hustle and grind? What's What's your philosophy around?
Yeah, yeah, that's, that's a loaded question. And I know, my i
i am working hard. I'm very focused on big goals. I do work out and I do my best to rest.
Much of the, because of the big goals that I have, and the choices that I've made and what or to achieve the big goals that I have. There's a lot of stress. Right? So, and that stress keeps me from resting how I should? And that's not a good thing, right? We don't want anybody else to, to experience what I'm experiencing in terms of my rest. But it's a very interesting question that you ask because I struggle with that quite a bit. And so it's something that I, I work hard at, and, and really I think it will take achieving some of these goals that I have, in order for me to get to the point where I can rest more.
Why do you want to achieve the goals when I just rest now?
Yeah, I the goals that I have set are aren't are not only for me, the goals I have set are, are for others. Intentionally, right, you said earlier that I had very big vision early on, well, I still have a very, very big vision. And entre architect will survive me, it is being designed and being grown to, to change the world through architecture. And, and to continue when I'm not part of it anymore. And that's a very big decision, right? That's a very big role to play. And so if I didn't reach for those goals, and I stopped, and just took the took the break, and rested. I don't think I'd get to where I need to be in where I want to be, let's say where I want to be. I feel a calling much like you do. I feel a purpose, I'm driven by things that aren't in my control. I really feel that what I do is is God that that God has spoken to me and has moved me in the direction that I'm going in every day, I just stay on the path and keep moving forward. And so I don't think I can stop.
Beautiful. I mean, there's that's it like that's, that's a calling, you know, when you feel the calling, and you touch in with whatever your calling is. It is I found as well, that it's, it's like a fire that can't be extinguished. Yeah, very good run like Jonah. But you might end up spit up on the beach again, somewhere?
Well, I It's a very big vision. And you have a very big vision too. And we've come a long way in the last 10 years. And in my in my and I'm sure you have a very similar thought from what you've shared here today. I have just begun, the last 10 years is literally the foundation for what I have planned for the future. And so that's why I work as hard as I do. I I'm getting older, right? I'm 54 years old. The big vision takes time. And I need to accomplish certain things by certain times in order for them to happen in order for me to get this to where I want it to be before I'm too old to do it. And so every day I get up and keep doing it. Beautiful. So I that was very deep conversation. And so I am questioning whether I should ask you the final question that I typically asked my guests, but I would love to have you answer the question. What's one thing that an architect can do to build a better business for tomorrow? Greg, what's the one thing they should do right now today? If they were going to just do one thing? What's the one thing give
themselves permission to want more than they have right now?
As a great answer, as a great answer. His name is Enoch Sears. Business of Architecture is his platform. Go visit business of architecture.com. Learn about what they're doing over there with the smart practice method. subscribe to the podcast. Reach out and say that you've you've heard it on this podcast, you're inspired. And you want to learn more. So business of architecture.com Enoch. Thanks again for doing what you do what you've done. And thanks for coming by here today and entre architect podcast.
Thanks for having me. And that's a wrap. Oh yeah, one more thing. If you haven't already, head on over to iTunes and leave a review. We'd love to read your name. him out here on the show. This episode is sponsored by Smart practice, the world's leading step by step business training program that's helped more than 103 architecture firm owners structure their existing practice. So the complexity of business doesn't get in the way of their architecture. Because you see, it's not your architecture design skills that's holding you back. It's the complexity of running a business, managing projects and people dealing with clients, contractors and money. So if you're ready to simplify the running of your practice, go to business of architecture.com forward slash smart to discover the proven simple and easy to implement smart practice method for running a practice that doesn't get in the way of doing exceptional architecture. Hello,
listeners. We hope you're enjoying our show. We love bringing you these insightful conversations, but we couldn't do it without the support of our amazing sponsors. If you're a business owner, or know someone who would be an excellent fit for our audience, we'd love to hear from you. Partnering with us means your brand will reach over 40,000 engaged listeners each month. interested in becoming a sponsor, please send us an email at support at business of architecture.com
The views expressed on the show by my guests do not represent those of the hosts and I make no representation promise guarantee pledge warranty, contract, bond or commitment except to help you conquer the world. QRP DM
