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22 / BUILDING DIALOGUE / JUNE 2017
A cross Colorado, boomer-led architectural
firms are engaging in serious conversa-
tions with their GenX leaders in a search
for answers to critical questions – do we have the
right people on board to step into our shoes? If
so, are they ready, interested and up to the task of
taking on a new leadership role?
There is another, less obvious, conversation tak-
ing place as well. This one is among the architects
who have agreed to transition into these roles.
Case in point. At Roth Sheppard Architects,
the two of us are currently being groomed to
become the firm’s next-generation leaders. Be-
cause we will take over management of the firm
next year, we are deep in the throes of this very
transition. In addition to our daily roles as design-
ers and project architects on multiple high-pro-
file buildings, we are on a high-velocity learning
curve regarding what it takes to manage, staff, and
maintain and grow a notable Denver-based design
firm that Jeffrey Sheppard and Herbert Roth found-
ed, and have led successfully for more than 30 years.
The typical time frame for a leadership transition
in an architecture firm is somewhere between five
and 10 years. We are working within a two-year time
frame, with the clock starting when our discussions
began – a highly accelerated ramp-up period. A few
of the many transition-related tasks on our plates
currently include: visioning, staff development, team
building, marketing/business development, and fi-
nancial analysis – and that’s just the short list.
Thankfully, we know this is a marathon, not a
sprint, and that everything will gradually fall into
place. In the meantime, however, the process can be
pretty overwhelming to say the least.
Knowing that other GenXers across the state are
also going through this, are about to go through this
or are currently in discussions with the principals of
their firm about a similar transition, we thought our
insight and learning might be of value to others look-
ing at traveling a similar path.
Based on our own personal experiences, here is
some advice we wish we could have found in a book
or YouTube video before we ventured into the transi-
tion process we are now navigating.
The Founders
Perhaps the most important element of any leader-
ship transition is the relationship between the found-
ers and those who will soon be running their firm.
Trying to understand situations from the founders’
point of view helps smooth the process greatly. The
shift from employee to partner is difficult for us, but
it can be difficult for them too.
Open, consistent communications and complete
transparency are also critical. And having those un-
comfortable adult conversations about money and
the financial elements of ownership transfer is key.
It is also important to acknowledge that while new
partners are itching to cross the start line, the found-
ers are at the finish line. This can create competing
interests; thus, respecting their legacy, while also rec-
ognizing the importance of starting to put your own
stamp on the work, requires a delicate balance.
During the transition, ask the founders as many
times as necessary, “What do you really want to hap-
pen?” Time moves quickly and everyone is busy with
daily deadlines and other responsibilities, yet the of-
ficial date of transfer stays the same. To avoid getting
caught off guard by a lack of progress, or getting stuck
in limbo as the day draws nearer, get clear on how the
process will play out, write everything down and seek
specific answers. You are learning a brand new lan-
guage, so don’t hesitate to ask questions.
Also, as the transition progresses, it is important to
begin to assume the role of owner. Make decisions,
then get approval from the founders. This shift in
mindset becomes necessary as one moves from being
an employee to running a firm. In our case, because
our time frame is so condensed and our transition far
from gradual, we must lead the firm in the direction
we desire before the transition is complete. This in-
cludes defining our values and processes, and making
sure we have the right people in the right seats, which
helps our staff navigate the transition with us.
Your Partner
While your relationship with the founders is of ut-
most importance, you also need to be certain you part-
ner with someone who shares your values and vision.
Your choice of partner is as important as your choice
to become an owner. Be honest with yourself. Can you
talk to your partner about anything at all? That is the
kind of relationship you will need to succeed together.
Adam Harding
Partner, Roth
Sheppard
Architects
Brian Berryhill
Partner, Roth
Sheppard
Architects
ELEMENTS Leadership Transitions
Roth Sheppard’s studio space