Practices with multiple office locations face considerably greater challenges than single-location firms. The connectivity between physical locations has always been a challenge for many, as levels of communication and respect vary based on how well the parties know each other.

Over the past three years, many firms have benefited from remote working practices to increase collaboration even when not physically present with each other. However, this has been a consequence of circumstances rather than an intended outcome. As many firms choose to return to the office due to diminishing leadership transition standards, the connectivity between offices again becomes a question that needs to be addressed.

Performance, which is crucial for engineering and architecture firms as professional services practices, is a key aspect of both work quality and financial outcomes. To enhance the performance of multi-office practices, there must be a focus on allocating the right resources to the right projects to achieve the desired standards. The intention behind having multiple offices for many practices is to tap into a greater diversity of talent, thereby providing a higher standard of product. Neglecting the benefits of multiple offices through this lens results in an overall reduction in the practice’s performance.

What are some of the key parameters that practices should consider when looking at multi-office collaboration? There are likely several ways to address the three issues identified above.

When considering these, some key points become evident:

  1. Communication requires more than verbal and head and shoulders on video screens. Body language, which is essential for determining trust, can only be observed in person. Body language accounts for 70% of the communication moment, which includes emotional connectivity, the foundation of trust. If that trust is not present, a significant portion of the communication moment can be lost. Encouraging frequent movement between offices by all staff, particularly mid to senior-level staff, can help foster trust between the offices, thereby increasing collaboration and facilitating candid conversations.
  2. Conveniently, increased communication leads to increased respect. The higher the respect between offices, the higher the standard of work likely to be generated by both, particularly in collaborations. Respect is necessary to enable the provision and receipt of honest feedback. In the absence of honest feedback, resentment can increase, and work quality can decrease between the offices.

These are two relatively simple factors that can have a tremendous impact on the performance and leadership development of practices with multiple locations. While stated in relatively simple terms, the dynamics of these two factors can be extrapolated to various approaches, including social events, online events, project-specific collaborations, non-project related activities, and overall nuances related to the values of the practice, irrespective of the cultures of the offices.

Interestingly, the above approach also applies to larger single-office practices where the office population exceeds 30. What are some approaches you can take to enhance your inter- and intra-office collaboration?

Simon Goodhead, Goodhead Strategies