Masonry Magazine October 1999 Page. 31
Masonry Edge Over Tilt-Up
Continued from page 19 stores appeals to customers as well as to the communities in which the stores are located.
Terry Krause, an architect with Portland's Sienna Architecture Co., who headed up the Fred Meyer Wandermere project, explains that masonry has a rich, high-quality image that's simply not found in concrete tilt-up construction. In addition, the texture and scale of concrete masonry is a better fit with the neighborhoods in which Fred Meyer wants to locate.
More and more, communities demand attractive buildings that blend harmoniously with surrounding neighborhoods as a condition of development. Masonry structures make it easier to win approval from building design committees, as well as customers, Krause contends.
Flexibility now and in the future
The Fred Meyer prototype at Wandermere used earth tone colors and large, curved entry forms to project the new, softer image from a distance as well as close-up. Having that kind of design flexibility was very appealing, Dortch says. What's more, by using concrete masonry construction, Fred Meyer can use a number of design options for any possible future additions to its basic store format, he says.
The bottom line, Fred Meyer officials say, that by using masonry construction, they get a structure that's faster and more economical to build, and looks better than concrete tilt-up.
Reprinted with permission from the Masonry Industry Promotion Group, Spokane, WA.
Manager or Leader
Continued from page 26 many problems as possible. A leader often tries to create problems in the hope of fostering growth.
33. A manager tries to answer questions. A leader tries to ask questions.
34. A manager looks for ways to wisely control existing resources, and use them most efficiently. A leader looks for creative ways to use existing resources.
35. A manager thrives on stability. A leader thrives on excitement.
Now, a caveat: at times, the differences between management and leadership blur a bit. But make no mistake about it: they are essentially different roles and they require fundamentally different skills.
So now the big question: Do you tend to exhibit the qualities of a manager, or a leader?
And here's a few other important questions to ponder: What does your organization or department need most right now? A manager or a leader? Are the qualities you exhibit "in sync" with your organization's needs? If not, ask yourself what you can do to cultivate new skills and forge a new role for yourself.
Finally, remember that management and leadership can both be learned. Exercised carefully and consciously, both roles can help steer your organization in the direction it needs to go.
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MASONRY-SEPTEMBER/OCTOBER, 1999 31