As a real estate developer meetings with city staff and citizens can be scary. A lot rides on these meetings. Years of planning could be on the line. Don’t misunderstand me, these meetings determine if your project will happen or not.
I’ve been studying the minutes in my city, I’ve participated in plenty of these meetings (both as a board member and as a developer) and I’ve noticed 3 common patterns.
But business owners are afraid of change. They spend all their time attempting to control every detail of their business to create value and build their business.
I think all the cool urbanists, the famous planners, and the starchitects create some sort of score, formula, or method of measurement to help tell a story.
Walk Score by Jesse Kocher and Matt Lerner. Jan Gehl's door score. Count something, use basic math, there’s your score. Low number bad. High number good. It helps you be persuasive and market your ideas. It’s so intuitive that some cities are even starting to use these scores to help them evaluate which projects they want in their town.
The walk score and door score are specific to walkability. I wondered is there…
As the leader of a team, you’ve got responsibility. It’s complicated. There’s building the team, starting to work together, and ultimately (hopefully) you complete the Tuckman trifecta and reach performance.
There’s a lot to navigate and worry about as a leader.
I just read ‘Wiser’ by Cass R. Sunstein and Reid Hastie and they give you the confidence to be a good (anxious) leader.
Groups don’t usually correct individual mistakes. They actually amplify them. Consensus is usually prized and known to be prized, so self-silencing will be more likely. This is the textbook behavior of groupthink.
We’ve all rolled our eyes at the group assignments in school. We’ve all thought, “this would be better if I could just do it myself.” We’ve all wondered, why do some teams do well and others fail?
If you reflect on the groups that work and the groups that don’t, it all comes down to one key concept. Psychological safety.
For it to emerge, groups will adopt the following operating principles.
Without adopting these two key rules, the group will fail.
I think we all recognize that the restaurant industry is a notoriously difficult environment to thrive in. Now, even more so. The effect COVID has had on our local businesses (particularly restaurants, bars, etc) is well documented.
I stumbled across this article about mobile food strategy. In each of our communities, there are opportunities to support our existing business, to offer a lower entry point for new businesses, and to activate public space in an incremental way.
“The №1 advantage of mobile food facilities is flexibility. They can change location, cost less than brick and mortar restaurants, and present several…
I was having a conversation with an aspiring developer in my community.
We were walking around town discussing possible sites for his project. He’s interested in expanding his small business and diversifying his income with some apartments.
I suggested a particular neighborhood and he said, “I definitely wouldn’t go there…”
His voice trailed off.
He’d forgotten that’s where I live. I wasn’t offended. But his mind was already made up. Anywhere but there.
As I reflect on that conversation I wonder, how could he be so sure? As a business owner, how could you rule out any option so quickly?
Love the case study, Benno! Awesome to see Carmel getting Speck, and Gehl.
This reminds of the Peter Drucker quote, "what get's measured get's managed..."
We spend so much time and energy (entire departments) devoted to traffic patterns and usage. If we put a fraction of those resources on treating pedestrian and bike paths the same way we could create extremely dynamic urban places!
Planning happens in a series of meetings. How you approach these meetings can make or break your idea.
You didn’t think you’re in sales and marketing. But you are.
You say all the smart things you can think of. A common strategy. It might work. It might not.
The problem is you’re not competing to be the smartest person in the room. You’re competing for attention. When the meeting is over will anyone remember?
Daniel Pink, author of, “To Sell Is Human” lays out his six ways to build a memorable pitch: