We’ve noticed a compelling trend: most of our architecture and engineering firm clients have leadership issues at the top of mind these days. They’re investing in leadership development programs, planning for leadership succession, and enhancing the structure of their leadership teams. At a higher level, we’re having conversations around the future of leadership in AE firms, and the opportunities and challenges for future leaders in the AE field.

The focus on future leadership has always been important, but in the past few years, things seemed different. So we decided to do some research.

HR Advisors Group asked CEOs and other leaders of AE firms across the country about their thoughts on leadership. We wanted to hear about the lessons they’ve learned as leaders, but perhaps even more importantly, we were curious about how they would advise future leaders in the AE field.

Vision Tops the List

The CEOs have a lot of thoughts in common when it comes to what makes a great AE firm leader. The big takeaway from our research is that having a vision and the ability to take the long view is the most important attribute that leaders need to develop.

“Create a leadership vision for who you want to be and where you want to go.”

“Learn how to ‘Zoom Out’.”

The ability to envision the future of your firm and the business environment—and to clearly articulate that vision—is a hallmark of a great leader. Great leaders know that the future is not something we merely anticipate—it’s something we can create.

“Fill in the seats around your leadership table with people who have different strengths and different points of view.”

“Embrace diversity and the beautiful and important differences among us.”

A close second theme the CEOs share is improving diversity, equity, and inclusion in our field. AE firms have so much opportunity to create cultures of belonging in their firms and in the impact of their work. Clients and stakeholders experience better outcomes when diversity, equity, and inclusion are built into their processes.

Additional popular themes ladder up to the importance of clarity: in decision making, communication, purpose, and values.

Lessons Along the Leadership Journey

  • What’s the best advice you’ve received about leadership?
  • What did you gain from a failure you experienced as a leader?

The CEOs seek advice from mentors and colleagues, especially about priorities: doing what’s best for the firm, putting people first, showing respect, and being fair in order to engender trust.

“The leadership mountain has no top! There is always room for growth as a leader.”

They were forthcoming about their ‘failures’ as leaders, and even enthusiastic about what they learned from those experiences. Here’s their advice:

  • Be decisive and help others do the same
  • Do your homework; be prepared
  • Have a plan, and don’t stray from the plan
  • Don’t tolerate bad leadership from others on your team
  • Leverage advice and counsel from advisors, consultants, and coaches—and invest in these resources for other members of your leadership team
  • Communicate as clearly as you can so that your team understands your expectations of them
  • And finally: be kind and forgive yourself when you do experience a failure, whether it’s a minor misstep or a whopper

Leadership in the Future

  • What’s something you anticipate will be different about the way you lead in the future?
  • What’s the most important thing you would want future leaders at your firm to know?

“There are always smarter people out there to handle the numbers of the business. The people side is much harder to teach, learn, and master.”

The big messages about leadership in the future were not about the topics you might expect—technology, the competitive landscape, climate change, or the economy. These are important and will certainly shape your practice in the future.

But in fact, the CEOs had the people side of their business in mind when they thought about how leadership strategies should change in the future, or the advice they’d give to future leaders.

“Never underestimate the importance of communication, transparency, and regular employee engagement.”

“Buy-in is key, but not at the expense of trusting your instincts, some decisions need a leader to propose a direction.”

Communication is paramount. You’ve got to create clarity as a leader, the CEOs tell us, and you must be transparent. The CEOs advise that their successors need to always pursue their own learning and growth—how else to keep up with a changing world?—and put into place the governance and high-performing team structures the firm needs to succeed.

More great advice: listen as much as you can—but know when to ‘crowdsource’ and when to trust your own judgment. Remember to respect the whole of your team members’ lives—not just their working lives. These behaviors create trust and motivate people to follow you.

And once again, the firm leaders emphasize: pay attention to the changes in the world around you. Spot the trends, take the long view, and look at the big picture and what it means for your firm.

“Be future focused: constantly scan the horizon for trends, risk, and opportunities.”

How Will You Prepare?

As AE firm leaders, you don’t often get the opportunity to zoom out and ask the big questions, such as:

  • Why you do what you do
  • Testing the authenticity of what you say about your culture
  • What you’re trying to achieve and the legacy you will leave for the next generation
  • And even why the world needs your firm and your work at all

You’re not alone: a recent study* of business leaders revealed that although fully 80% of them believe that purpose—the ‘why we do this’ at the center of their business, is the major driver of their firms’ success, nearly all of them at the same time report that they do not use purpose as a guidepost when making leadership decisions. Think about that: imagine how much more effective and influential you and your firm could be if your decisions and purpose were aligned.

From what we’ve been hearing, now is the moment to talk with your next generation of leaders—and the generation after that—about their thoughts on the future. Where do they need help? What would they want you to know? What are they hearing from their peers at other firms or in different industries? We hope these conversations will lead you to amazing ideas about your vision and the future you’d like to create.

*Carole Cone on Purpose, 2020

Need inspiration or ideas about how you can prepare your future leaders? We’d love to explore some ideas with you!