“Everything rises and falls with leadership.” - John C. Maxwell
Leadership is at the core of every aspect of our lives - both professional and personal. Any success, failure, or mediocrity can often be traced back to leadership - ranging from brilliant to absent. As a trained architect and now a coach working with architects, I find leadership particularly fascinating, especially within our industry. My keen interest in leadership as a catalyst for unlocking potential and achieving greater success at individual, team, and business levels is a key motivator for my work as a coach.
In this post, I'll explore what leadership means to me, how it manifests in the life of an architect, the common causes of poor leadership, and what it takes to transform it into impactful leadership.
Understanding Leadership
Let’s start with the basics. The word "leadership" has its roots in the Anglo-Saxon Old English word "loedan," which means "to travel." This origin suggests that leadership is about actively guiding and directing. Leadership is self-directed; no one makes us leaders - we choose to be leaders. In this context, I understand leadership as providing guidance, giving direction, motivating, influencing, and inspiring.
Leadership in Architecture
Interestingly, and maybe tellingly, leadership is seldom discussed in the realm of architecture. It's rarely addressed during architectural training and is often overlooked in the workplace, particularly in small to medium-sized practices. There's a prevailing notion that leadership belongs to the corporate or political worlds, not the creative world of architecture.
Yet, a closer look reveals that architects assume leadership roles in various facets of their professional lives, such as in their roles as practice owner, director, associate, project architect, design team leader, committee member, panelist, advisor, mentor, or lecturer , just to name a few. For instance, you might be a practice owner leading a business, a project architect leading a team, or a "leader of self" taking charge of your personal development and career.
All these leadership roles generally fall into four categories:
Business Leadership
People Leadership
Thought Leadership
Personal Leadership
The Manifestation of Poor Leadership in Architecture
Poor leadership in architecture can manifest in several ways, some of which you may have encountered at some point in your professional life:
Lack of focus and direction in your business or career
Low fees and salaries
Poor work-life balance
Unrealised potential - at practice and individual level
Profits eroded by inefficiency
High staff turnover
Compromised quality of work
Feeling stuck in a rut and uninspired in your career or business
Being overworked and underpaid
The marginalised role and authority of architects in construction and society
The Reluctant Leader
So, what's behind poor leadership? Or rather, who is behind poor leadership? Often, it's the reluctant leader - someone who hesitates to step up and embrace their leadership role, either consciously avoiding it or simply not knowing any better.
For instance, a reluctant leader might be a practice owner who focuses solely on the day-to-day running of the business but never steps up to the higher level of leadership required to create an inspiring vision that provides direction and focus for the practice. Similarly, a reluctant leader could be a team leader who concentrates only on meeting deadlines and project objectives but never embraces the higher level of leadership needed to unlock their team’s full potential. A reluctant leader can also be any architect who never takes the time to determine what they want their career to look like and fails to take control of their personal and professional development.
Leadership with Impact
Transformational leadership goes beyond managing day-to-day tasks. It encompasses the intangible aspects of leadership - vision, strategy, people, and personal and professional development. These elements are often neglected in architecture due to the immediate demands of project deadlines or the lack of awareness of the critical impact of leadership. However, investing time in leadership that makes a difference is crucial if you want to create a meaningful impact. This type of leadership is essential for fostering a thriving practice and unlocking the full potential of both individuals and teams.
The Difference Between Good and Bad Leadership
As David Chipperfield said, "The difference between good and bad architecture is the time you spend on it." The same holds true for leadership in architecture: the difference between good and bad leadership lies in the time you invest in it. Dedication to leadership is essential if you aim for outstanding results in your practice and career. Leadership is about ownership and responsibility. It's about stepping up and embracing the role.
Four Key Areas of Leadership in Architectural Practice
For a thriving practice that consistently produces outstanding work, maintains a fulfilled, high-performing team, and ensures solid profits, it's essential to embrace all four areas of leadership:
Business Leadership - Investing time in creating an inspiring vision supported by effective strategies, systems, and processes.
People Leadership - Cultivating a culture of high morale with a fully engaged team.
Thought Leadership - Going beyond delivering a service by embracing impact through expertise, research, or engaging in public debate.
Personal Leadership - Fostering personal and professional development throughout the organisation, from practice owners to every team member.
Practices that thrive invest time in business leadership to create an inspiring vision supported by effective strategies and processes. They invest time in people leadership to foster a culture of high morale with a fully engaged team. They invest time in thought leadership by going beyond merely delivering a service and embracing impact through expertise, research, and public engagement. Lastly, they invest time in personal leadership throughout the organisation, providing opportunities for personal and professional development for both practice owners and all team members.
Embracing the Leadership Challenge
We are all leaders in at least one area of our professional lives, whether we acknowledge it or not. It is up to each individual to accept the role and the responsibilities that come with it. No one expects you to be brilliant from day one, but it’s essential to embrace your leadership role and work on honing your skills to become the best leader you can be. Seek support in the form of books, training, consultants, mentors, and coaches as needed.
Where do you currently see yourself as a reluctant leader in your role as an architect? What opportunities do you have to step up and fully embrace your leadership responsibilities, unlocking the full potential at the business, team, and/or individual level?
The more intentional your leadership, the greater the impact. Embracing your leadership role as an architect will benefit everyone: your business, your team, yourself, your career, your projects, and ultimately the architectural profession as a whole.
All photos courtesy of Unsplash.
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