Team engagement and motivation are among the biggest challenges faced by anyone in a leadership role - whether you’re a practice owner, project architect, or design team leader. We all dream of building that perfect team or hiring that one ideal employee who is the perfect fit. You want a team that cares deeply about the work and the practice; one that is involved, enthusiastic, proactive, solution-focused, and committed to continuous improvement. In short, you’re looking for a fully engaged team. Wouldn’t that make leadership so much easier - and more enjoyable?
However, reality often feels quite different. Does this sound familiar? “My team doesn’t pull its weight.” “I feel like I have to do everything myself.” “Why won’t anyone take ownership?” Instead of enthusiasm, you find your team doing the bare minimum, being reactive rather than proactive, and resisting feedback. Improvement seems like a foreign concept, and commitment to the company is lacking. As a leader, you feel like you’re carrying the entire team while others contribute only the essentials.
So, what’s going wrong? The first step is to examine the potential causes of this disconnect - poor communication, unclear objectives, micromanagement, work overload, lack of recognition, or no clear sense of purpose. These are well-known barriers to team engagement.
“Motivation is the art of getting people to do what you want them to do because they want to do it.”
- Dwight D. Eisenhower
One analogy I like to use comes from an iconic scene in Pretty Woman. For those who haven’t seen it, it's a classic 90s romcom that launched Julia Roberts into stardom. In one memorable scene, Richard Gere struggles to drive his friend’s fast car. The experience is stop-and-go, and both he and the car seem to be in constant struggle.
What does this have to do with running an architectural practice? Think of your talented team as that powerful car - full of potential. Without the right guidance and a clear path to unlock that potential, the results can be frustrating. Both the leader and the team feel stuck in a stop-and-go process, missing the opportunity to truly excel.
A struggling team leader is like a Porsche owner using their car to drive to buy a bottle of milk down the road instead of letting it fly on an open road. The key to unlocking your team’s full capabilities lies in boosting engagement and motivation. When you get that right, the journey becomes smoother, faster, and far more rewarding - for everyone.
The Power of Engagement in Architectural Teams
Boosting your team’s engagement and motivation might not be as challenging or hopeless as it sometimes seems. By focusing on these five research-backed key motivators, you can help your team move beyond simply meeting the basics and encourage greater creativity and productivity:
Meaning and Purpose
Autonomy
Growth and Challenge
Recognition
Work Environment
Let’s explore each key motivator in more detail, along with practical ideas for implementation within your practice or project team.
1. Meaning and Purpose
Meaning and purpose are powerful motivators that help employees feel more connected to their work. According to the Harvard Business Review, over 90% of people would take a pay cut to do more meaningful work. People naturally seek fulfillment, and when they see their efforts contributing to something bigger - whether it's the success of a project, the growth of a company, or a positive impact on the community - they become more invested. Meaning and purpose give employees a sense of value beyond just completing tasks or earning a salary. They take ownership, work more creatively, and are more likely to stay with the company.
In an architectural practice, employees want to know that their designs and contributions make a real difference - whether it's shaping a city’s landscape, creating sustainable solutions, or enriching lives through thoughtful design. When they understand the "why" behind their work, it connects them to a larger purpose, increasing their commitment and drive.
To foster this in your practice, communication and transparency are essential. Regularly share the bigger picture, from your practice’s overall vision to the purpose behind each project. Clearly define goals so that each team member knows how their role contributes to success. Encourage personal development by aligning tasks with employees' values and career growth. Lastly, share success stories and celebrate milestones to reinforce the connection between their work and the broader mission of your practice.
2. Autonomy
People thrive when they have the freedom to direct their own work. Autonomy doesn’t imply complete independence; rather, it allows individuals to make choices within a collaborative framework. When team members feel empowered to take ownership of their tasks, they develop a positive attitude and perform at their best. This sense of autonomy fosters motivation and encourages them to discover their own paths to success.
For example, enable team members at all levels to take charge of specific aspects of a project or the practice, such as developing design concepts, managing client communications, or leading site meetings. Encourage them to present their ideas and approaches in team discussions. This practice not only promotes autonomy but also builds their confidence and skills.
To ensure that autonomy works effectively, several key elements must be in place. First, set clear goals and expectations so team members understand what success looks like. Trust is essential; leaders must empower their teams to make independent decisions. It’s also crucial to ensure that team members possess the right skills, resources, and regular feedback to stay on track. Finding the right balance between stretching capabilities and providing support is vital. Finally, supportive leadership, free from micromanagement, is essential to guiding the process. When these factors are in place, autonomy leads to higher engagement, greater creativity, and a strong sense of ownership.
3. Growth and Challenge
Personal growth is a natural aspiration for everyone and is a key factor in motivating and engaging team members. It's not just high-performing employees who seek work that challenges them. Research from LinkedIn indicates that 94% of employees would remain at their companies longer if their employers actively supported their learning and development. The desire for intellectual challenges is often a strong predictor of productivity. When a practice and its leaders demonstrate a genuine interest in their employees' growth, it signals that the company values their development.
To effectively nurture growth and challenge within your practice and design team, it is essential to understand each individual's aspirations. Take the time to implement processes that facilitate this understanding. Encourage personal development by aligning tasks and project involvement with employees' goals, values, and career growth. Whenever possible, offer regular opportunities for continuing education, such as workshops, training, coaching, CPD courses, site visits, or conference attendance. This not only helps team members grow but also fosters a culture of continuous improvement.
4. Recognition
Recognition plays a vital role in motivating employees. One of the most effective ways to reward your team is by simply acknowledging their hard work and accomplishments. It’s important to thank employees for all their contributions, big and small. The influential U.S. clinical psychologist Frederick Herzberg referred to this as a ‘hygiene factor’ - something that can demotivate employees if not provided. Praising your staff for a job well done is in your best interest. Recognition can set a standard of success, encourage self-belief, and improve your chances of attracting and retaining talent.
There are many ways to recognise employees at all levels and times. This can range from a spontaneous thank-you or well-done in the moment or via text or email to verbal praise during team meetings or one-on-one conversations. You can also implement formal awards, financial incentives, and opportunities for professional development.
Creating a culture of peer recognition ensures that appreciation becomes a regular practice, leading to higher engagement and job satisfaction. As a general rule, remember that you can’t over-praise; positive recognition should always outweigh constructive feedback.
5. Work Environment
According to the Harvard Business Review, "close work friendships boost employee satisfaction by 50%" and "people with a best friend at work are seven times more likely to engage fully in their work." This underscores the significant impact that company culture has on employee motivation. Research conducted by Deloitte supports this further, revealing a strong correlation between employees who feel happy and valued at work and those who perceive their organisation as having a strong culture.
To build a positive work environment and foster a strong company culture, several key elements must be in place. Start by establishing clearly defined core values and ensure everyone in the practice aligns with them. Encourage open communication and collaboration to strengthen relationships while fostering inclusivity and building trust within your team. Promote a healthy work-life balance and create a welcoming physical workspace. Most importantly, lead by example, demonstrating the behaviour you wish to see. By implementing these strategies, you can enhance employee satisfaction, productivity, and retention.
The Benefits of Engaged Teams in Architectural Practices
To conclude, focusing on key motivators like Meaning and Purpose, Autonomy, Growth and Challenge, Recognition, and a positive Work Environment can significantly transform the dynamics of your architectural team. By addressing these areas effectively, you’ll cultivate an engaged team that:
Understands and fully embraces the vision, values, and goals of the projects and practice.
Finds fulfillment, and enjoyment in their daily work.
Recognises their own value and contributions to the success of the practice.
Feels well-informed and kept in the loop.
Experiences both personal and professional growth.
Enjoys recognition for their achievements.
Shares strong bonds of camaraderie and loyalty with their colleagues.
Engaged teams don’t just go through the motions; they’re excited to contribute. They’re motivated not only by project outcomes but by the growth, learning, and recognition they experience along the way. This, in turn, benefits the entire practice, resulting in:
Better overall performance
Increased productivity and higher quality work
More innovation
Lower absenteeism and higher retention
Strong employee advocacy
Increased revenue
Whether you’re leading a small practice, a project team or a design team within a larger company, investing in team engagement leads to better project outcomes, stronger client relationships, and a more positive workplace. The best part? This doesn’t require significant financial investment - just time, determination, and a willingness to implement changes.
If you currently feel you’re not fully tapping into your team’s potential due to disengagement or low motivation, take a closer look at which of these key motivators might be lacking. Where can you, as a practice or project leader, step up and invest time to maximise these key motivators?:
Do you have a clearly defined company vision and purpose that has been effectively communicated throughout the practice?
Have you clearly defined goals?
Do you cultivate a positive company culture?
Are you providing enough praise and recognition?
Is your communication transparent and inclusive across the practice and projects?
Are you micromanaging or delegating effectively?
Do you fully support individuals' professional and personal development plans?
Do you lead by example?
If you need assistance with any of the above, I support practice owners and their teams through various coaching programmes and workshops to help them become better leaders, unlock potential, and ultimately elevate their architectural practice. Please get in touch for a free consultation to discuss your options.
All photos courtesy of Unsplash.
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