Seun Sangga is Seoul's first mixed-use complex.

Constructed between 1967 and 1972, the elaborate structure sits atop a strip of land measuring 50 m x 1.2 km, which had been flatted during the Second World War as a way to contain the spread of fire in the event of an air raid and to act as an evacuation corridor.

It's a modernist development that is very much of this period. It's massive, complicated in section and, in many ways, completely disconnected from its surrounding urban context. Flanking the various buildings are elevated and covered walkways.

So it is perhaps not surprising that this development has followed a similar fate to many others of this era. While it was initially viewed as being quite modern and desirable -- it was one of the first buildings in Seoul to have elevators -- Seun Sangga was quick to start showing signs of decline.

In fact, by as early as the 1970s, the complex became known for its porn shops and a bunch of other informal economy-type activities.

It's an interesting, though familiar, story.

If you'd like to learn more, I recommend you check out this episode of the Urbanist and this article from The Architectural Review. The photos in the article are good accompaniment to the audio-only Urbanist episode, so make sure you flip through them.

I'm so predictable. This is the kind of house that tends to grab my attention: modern design, relatively small footprint (~7.8m x 12.3m), narrow street (~4m), and panoramic views (of Seoul). But what does it take to actually build a house like this in an urban fabric as dense as Seoul's?

If you read TIUM Architect's description (using Google Translate for those of us who don't speak Korean), you'll see that the house was built out of concrete and steel, but that concrete trucks couldn't stage on the narrow and dead-end street.

So what they ended up having to do was build a 100-meter concrete conveying pipe (~328 feet) and staging somewhere else. It was such a pain in the ass that they only wanted to do this for the foundations. The rest of the house was built out of steel. (I think because of the clear spans that they wanted.)

Sometimes small infill projects aren't as simple as they may seem. In this case, the lot size is 92 m2. The building footprint is 51.53 m2 (56% lot coverage). And the total floor area is 136.52 m2.

Photo: Lee Hanul via ArchDaily

I went to bed last night watching President Biden's address to the Canadian Parliament (full transcript, here.). And I woke up this morning to this Globe and Mail article about Canadian competitiveness. In it, Tony Keller talks about some of the things that are broken in this country (shockingly housing comes up), and compares Canada to Argentina (an example of too many bad decisions) and to South Korea (an example of many good decisions).

All of this got me thinking about leadership.

Leadership is a great burden. As a leader, people are looking to you for decisions, for direction, and for you to instil confidence. They are also scrutinizing your every word and action. And in today's world, they are waiting to criticize you on social media and/or make a funny meme out of your most recent misspeak. As a developer, I get to interface with municipal politicians probably more than your average person, and I can tell you with confidence that it is a thankless job I would never want.

I can only imagine having to constantly worry about your employment and what people are thinking. Given this incentive structure, I'm sure we'd all act accordingly. It is truly public, service. At the same time, I know that it is not only unproductive -- but dangerous -- to pander to just what is thought to be politically popular. And we have spoken many times before on this blog about housing and land use policies that may be popular, but aren't at all effective -- or worse, are counterproductive.

What we should be demanding from our leaders are difficult decisions. These are the decisions that probably feel uncomfortable and that may require some personal sacrifice, but that are ultimately the right decisions for our collective long-term prosperity. It is about ambitiously deciding where we want to go and who we want to become, and then taking meaningful actions, however unpopular they may be, to get there.

Don't just tell me what I want to hear. Lead me. Push me. Be bold. In the end, we will respect you for your personal sacrifices and the difficult decisions you are making on our behalf. This is the great burden -- but also the great opportunity -- of leadership, and it behooves us to empower it. To borrow from Tony Keller, "there's no reason we [Canada] can't be the most prosperous and successful society on earth."