by LaTonya Whitfield-Horhn, AIA, LEED-AP, and Mario W. Ewell, MBA

Summary: Young architects can suddenly and unexpectedly find themselves in a position of leadership. Rather than constrain the exploration of this rich topic to architects and the architecture firm experience, I thought it would be interesting to hear a different perspective on the issues of leadership and interaction skills. So, I invited my colleague, Mario Ewell, a marketing and communications consultant, to participate in a Q&A session.

LH: How do you define leadership?
ME: I think that leadership is having the ability to create successful relationships with individuals and/or groups to successfully accomplish an intended goal or mission. Leadership is not easily defined, as many people have dissenting opinions about what it is to be a leader and what those leadership qualities should encompass. For example, it has been my experience that most people perceive business leadership as being linked to large salaries, impressive job titles, and wealthy CEOs of large corporations. Interestingly enough, many of these same non-CEO individuals complain about the lack of competent leadership in their corporate structure. Some individuals believe that leaders are born. I would not say that leaders are not born, but I do believe that leaders are cultivated.

If I may, I would like to relate leadership cultivation to that of learning to play the game of golf. It is my thought that learning golf etiquette is more important than learning to play the game of golf itself. The rules of golf etiquette are what they are for several very important reasons. Many of the rules relate to the safety of golfers and the pace of play (which helps keep the game enjoyable). Other rules of golf etiquette relate to maintaining the quality of the golf course. Golf etiquette is an essential part of the game and it is something that newcomers to the game often learn as they go—on the course, when playing with more experienced golfers.

Leaders-in-training learn as they go—in the office—from more experienced leaders

In other words, leaders-in-training learn as they go—in the office—from more experienced leaders. One must first learn leadership etiquette, i.e., the principles of leadership and the responsibility of authority. Leaders have to keep the work process enjoyable. When polled, most people say that leadership is emotional. People want to win and have fun during the process. People want to be inspired, motivated, and connected. I believe that what holds true on the golf course holds true in the office. I would venture to say that employers and employees alike want a good day in the office to be better than a good day on the golf course.

LH: How is leadership different from management?
ME: Ambiguity begets more ambiguities. I have heard many people say that management is doing things right and leadership is doing the right things. I think this is an outdated way of viewing management and leadership roles. Management and leadership both require doing the appropriate things in an appropriate manner. Both are necessary for success in an increasingly complex and volatile business environment.

Management and leadership both require doing the appropriate things in an appropriate manner

TV, video games, and the Internet created an environment where younger professionals have become accustomed to receiving timely, interactive performance evaluations. We prefer daily feedback from our bosses. We seek managers who are willing to let us develop more efficient strategies for getting the job done, while at the same time being approachable and available to provide individual and collective support, assistance, and advice. We want managers to develop more mentorship programs. Personally, I have found e-mentoring to be just as effective as traditional mentorship arrangements. Many of my colleagues agree that great leaders must be open-minded, laid-back but very efficient managers who are likable and easy to get along with. From this perspective, management and leadership are one and the same.

LH: What are the key skills that a good leader needs to have?
ME: A good business leader must have the ability to be well versed in all levels of business management. He or she must be a skillful manager, advisor, and supporter who understands human resource management. A good leader at all times creates synergistic learning environments, demonstrating multiple competencies, such as client service and team leadership. Good leaders also know when to follow.

The most common management deficit lies in the area of communication

The most common management deficit lies in the area of communication. Leadership deficiencies have been exacerbated by ineffective communication and have the potential to derail efforts to strengthen organizations. Many of us believe that effective internal communication starts at the top. As I stated earlier, unfortunately, most times this is not the case. Effective internal communication is imperative at all levels of organizations. Good leaders know that making the right decisions in terms of internal communication strategies is key to ensuring organizational excellence. It is imperative that business leaders recognize that their employees are their most important assets.

LH: What are some of the challenges faced by technical professionals moving into leadership positions? What are some ways that emerging professionals overcome these challenges?
ME: Mastery of effective communication skills, efficient strategies, and facilitative competencies are necessary for technical professionals who are considering managerial positions within their organizations. The transition from technical professional to manager has proven to be difficult for some individuals. While they have been successful in demonstrating their technical proficiency, they may be incapable of leading others to do the same. On-the-job training should involve measures to fill this skill gap.

Technical professionals who want to move into management positions should be placed in teams with progressively challenging leadership roles

Technical professionals who want to move into management positions should be placed in teams with progressively challenging leadership roles. The goal is to transition the individual into a role of accountability ensuring that the team fulfills business objectives; not to have absolute command of management responsibilities. In this role the technical professional will acquire skills in the areas of responsibility delegation, team motivation, and performance assessment. I think that one of the best ways an emerging professional can overcome these challenges is to align him or herself with a skillful manager who will serve as a mentor and provide individual support, assistance, and advice.

LH: What steps should an aspiring leader take to advance within a firm?
ME: Find a mentor in your firm. Mentorship plays a vital role in firm advancement. Mentors and role models can have a great effect, especially in assisting employees with gaining and completing high profile projects. The mentor can help the mentee earn a key leadership role within the organization and guide them through a project from inception to completion. Be smart; choose a mentor who is an exceptional leading manager whom everyone in the office likes.

Be smart; choose a mentor who is an exceptional leading manager whom everyone in the office likes

Making an effort to look your best at work will offer many rewards, not the least of which is a boost to your self-confidence. An aspiring leader should not wait for the annual performance review to provide feedback. Request “spot reviews” as tasks and projects are completed. This shows initiative and that you truly care about your personal performance and the interests of the firm. Do not be a bench warmer. Do your job exceptionally well and get as much face and game time as you can. Participate in as many staff lunches and opportunities to socialize away from the office as you can. You do not have to participate in everything, but make yourself known. Do not make a nuisance of yourself. Do not go around pointing out the personal flaws of others. You still have work left to do on yourself without using your energy to improve others. In closing, research and or take some classes relating to self awareness and self management, peer relationships and teambuilding, performance coaching and managing others, and client relationships.

LH: This was a great conversation. My final thought is that the best leaders lead by example. They are committed to a lifetime of learning and they share this knowledge freely with others.