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Our history. Online service ACD5. Documents Purchase Learn Support Help. Search answers. Representing the opposite side of the coin — the mentors — was a panel of guests bringing different perspectives in regards to mentorship.
The first one came from Mr. Porter, who encouraged us to first spend some time setting a life plan for ourselves — asking ourselves where we want to go and how we want to get there. This plan can be career-centric or more holistic depending on what is best for you. Once this plan takes form, it becomes easier to seek out people who can help you realize your goals, in whole or in part.
Moreover, it may not be one person that can help you fulfill all of your aspirations — it is possible and maybe even preferable to establish these kinds of relationships with several people regardless of their profession.
As Mr. It was apparent from the questions my fellow classmates posed to the panel that many were unsure of how to go about finding a mentor.
A lucky few of us me included are in the fortunate position of having a boss that takes the time to be a mentor and truly cares about our professional development.
Others that do not consider their bosses to be willing and able mentors are forced to look beyond their studio or even beyond their firm for that support. It can be a daunting task to approach someone and ask them to make an emotional as well as a time commitment to your growth as an architect or as a person.
My second light bulb moment came when Mr. This can be especially true when there is a substantial generation gap and technology becomes a factor. It can be hard for the architects who are part of the pencil and mayline generation to relate to the younger computer whizzes rising through the ranks today.
This perspective would have never occurred to me, but now that I think about it, it seems so obvious. They are just as scared of us as we are of them….
My final takeaway from this discussion was that communication is key. Effective communication was cited by all three panelists across the board as the single most important skill to develop, no matter where your career path takes you. It transcends technology and bridges the generation gap between the student and the teacher.
You may not be able to find a single person that embodies everything you are looking for in a mentor, but if you can find someone who can communicate well, you stand to learn a great deal. Ellen Mitchell, HKS. The panel speaker for the February class was Walter Humann, a successful businessman as well as a leader in public service.
Walt begins the class with a brief review of current activities in the Jubilee Park neighborhood in southeast Dallas and some background information on his life experiences. Walt defines Regionalism as voluntary cooperation involving multiple government or non-profit organizations attacking major problems and improving local conditions for everyone involved. Then, the discussion takes a whimsical turn where Walt gives examples of local regionalism projects while the class responds with either 1, 2, or 3 points, thumbs up jump ball , or thumbs down air ball.
During this exploration Walt explains his connection to these efforts and how or why they are good or bad examples of regionalism. Next, the discussion moves to leadership and the group is asked to offer up the one word that personifies a leader to them.
The list that was offered up from the group is as follows: trust, listener, mentoring, accountability, integrity, motivational, personable, strength, inspirational, balanced, decisive, selfless, charismatic, humility, visionary, influential, open-minded, awareness, and bridging. Walt agreed that these are all great characteristics of a leader and provided his three categories of a leader as follows:.
Those who are born with it. One who emerges or rises up out of an event. Those who have the potential and can be trained. Walt defined a leader as someone who makes things happen, changes attitudes, and rights wrongs. This was followed by a brief discussion of John Adams as a born leader and rolled into the three main Army leadership qualities: Know, Do, and Be. Walt described himself as a leader falling in the second category by telling the story of a family friend disappearing in a plane, and the effort that they mounted to assist in coordinating the search efforts between several states.
He adds to this that an additional boost to a solid leadership strategy is to stay strong in the face of adversity. To do this he suggests three more points: define the enemy, create a plan, and narrow down options. Walt says that his approach is to think of these three questions:. He wrapped up by telling the story of Sir Winston Churchill being saved by another boy from drowning, and his family setting up an anonymous education fund for the young man.
Later in life this same man is found to be Dr. Flemming who created penicillin and suggested Churchill take it as an experimental drug to save his life yet again. Pete begins his portion of the class by asking us to gather around the table and participate in a board game on Situational Leadership.
The game required us to gauge how we would choose to respond to team based issues and challenges. Afterwards, we all started understanding that the action to take towards a problem is not a one size fits all.
The game was effective in demonstrating that it is important for a leader to be able to understand more than just how they would choose to solve a problem, but they must also understand the people working under them… where they are in their development and what they need. Pete then drew two diagrams. The first spoke to relational behavior vs task-oriented behaviors and relating responses. The diagram provided four different leadership styles listed below that people will trend towards depending on things such as experience and personality.
The second diagram illustrated the 4 stages a person goes through in their profession. See below. D1 — Novice. D2 — Apprentice. D3 — Journeyman. D4 — Master.
Pete explains the Leadership styles by relating to a typical business situation. They would fall directly into the category of S The firm will focus a large amount of their time training him in the tools and the tasks of an architect and much less time in the relational areas of the business. They are now at the apprentice stage and require an S-2 response. The firm he works for might begin to place him in front of clients and ask for his contributions on the marketing front to increase.
The development is in full gear now. As he progresses in his career, he would fall into what could be termed as the Journeyman level of leadership. Seldom is input needed at this level, as he already has a sound foundation to work from. His understanding of the relational aspects of the business is to a point where the firm can trust him on his own, and he is constantly being exposed to that side of the business.
Eventually he gets to a point of Master, or in the architectural community this is often referred to as Principal. His task-oriented duties have become very small, as he is spending all of his time being informed on the structure and the efficiency of the company.
At this point, we could take this information and see where we fit into our own firms. His last analogy was something that we could all relate to in one way or another. Those S-4 individuals that steer her company saw some wonderful qualities that would suit her well in the new managing position.
Unfortunately, the situation was overwhelming and the directors were unable to see the troubles that she was facing or offer her the necessary direction and feedback she needed in order to be successful. As future leaders, we need to understand that there is a developmental process that all people take, and we should be willing and able to facilitate that development in others just as much as we hope it is facilitated in us.
Ryan D. Martin, HKS. David Shively, PageSoutherlandPage. Michelle Northington, PageSoutherlandPage. We spent the morning learning from Dr. Even today, through the first quarter of the 21st century, entry, success, and progress in the profession remain dominated by white men, something VORTEX works tirelessly to change. He has experience designing religious and educational buildings and has master-planned a variety of campuses.
Partners in life and design, Angela Brooks, FAIA, and Lawrence Scarpa, FAIA, have forged a pioneering brand of architecture that profoundly enriches the human experience and reveals the extraordinary in what is widely considered ordinary.
Across three decades, the excellence of their work has been celebrated internationally, recognized for its unparalleled intersection of collaboration, community, research, and reflection.
Moreover, their projects demonstrate a keen understanding of beauty, craft, and the raw power of architecture, standing among the very best of the profession.
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