Finding the Next Principals

A question that I am often asked is how did EHDD do its succession, and what are the steps. Truth be known is that it was a very slow and fitful process. We in fact tried it three times before the arrived at the principals we have today.


The first time we tried to expand the leadership was in the early 90’s when we promoted 4 people who had been with the firm for a long time. They were all men, and they were people who were great at running projects, good designers, and senior persons. What happened next, was that after a couple of years, it was obvious that these were not the right people. Why, you might ask? The reason was that while they were good project managers, they could not market or get jobs. It became quickly obvious to the other principals, that you have to be able to market , if you are going to be a principal in a firm. In other words, you have to be a rainmaker, or you are not of enough value to be a principal.


The next attempt occurred in the late 90’s when we faced a dire financial crisis, and we made another selection of new principals. This time the selection was better, but still flawed . One of the ways that it was flawed was that we made the selection when we were at a critical time financially, so that the pressure on everyone was extreme. This time we had added another condition which was that each new principal had to contribute money from their own pocket to become a principal. Some people opted out, as they did not want to invest their own hard earned dollars into the firm. But the existing principals had spent their lives and sometimes put everything they owned on the line to keep the firm going. They felt that if the firm was to succeed, a personal investment was necessary to get the kind of commitment to keep the firm going.


This attempt than morphed into the selection of the principals we have today. There was another condition which was also necessary to become a principle besides the financial one. The existing principals had to vote unanimously for a new principal to be selected. This is still the rule today, and the personal financial commitment is still the rule also.


I would say, in conclusion, that EHDD us run by totally committed people who believe 100% in the firm's values, and legacy and are willing to back that up with whatever it takes, in all the aspects of running an architectural office, and will do almost anything to keep the office vital, healthy , and a place that lives up to its values, and ethical ideas.

I hope this sheds a little light on how a principal is selected and appointed…


- Chuck Davis, Founding Principal