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Mark Twain once wrote, “the man who does not read good
books has no advantage over the man who cannot read them.” I
believe this view holds true in many other fields, as well. In
particular, I also believe the architect who does not stand up as a
leader in his or her community has no advantage over the person who
cannot lead.
Great leadership -- the kind that inspires positive change, the
kind that is inclusive and broadminded -- requires much more than a
loud mouth and a set of strong and often narrow opinions. We see
these traits frequently in today’s political leaders, but this
kind of leadership results only in an environment in which citizens
feel disenfranchised and removed from meaningful participation in
civic processes.
For decades, there has been a serious dearth of leadership in the
profession of architecture. This leadership void within the
profession should come as a surprise, given the fact that
architects possess many traits required to provide integrating,
inclusive leadership. Nevertheless, architects rarely, if ever,
view themselves in the role of civic leaders. But now, more than
ever, architects must move beyond this perspective and engage our
communities in visible, effective roles.
We become community leaders simply by bringing a new perspective to
our profession. We must take it upon ourselves to build
relationships, more than just buildings. We must approach our
designs with an attitude of advocacy for the communities in which
they will be constructed. We must lead all stakeholders through a
collaborative process that makes them a part of the optimal end
result. We must bring together the public, elected officials,
clients, and the design team through discussions on historical
precedents and influences, design possibilities, local
perspectives, and the development of strategic plans. The process
of working with, and leading, the community in this manner breaks
the pattern of passivity and disenfranchisement among community
members.
Architects already possess the qualities and abilities that enable
us to be leaders and bridge-builders among the various entities
involved in creating the built environment. We must apply our
leadership skills to the broader community and, by so doing, we can
begin filling the great leadership void that exists in our
communities.
Of course, architects also must not be afraid to step into
leadership roles by assuming responsibilities outside of
architecture, i.e. running for elected office. One of this
country’s most famous founding fathers – our third
president, Thomas Jefferson – was an architect-statesman, and
we can look to his example to inspire us to be greater leaders.
Though we can certainly lead from our position as architects, we
should also be willing to push our boundaries and take on
leadership roles that are outside of our normal domain.
The first key for aspiring architect-leaders is to identify strong
mentors and role-models. Ideally, try to find mentors who are
already in the architecture profession, as they will have the
greatest insight into this particular style of leadership. However,
since such people are scarce, it’s wise to find successful
community leaders from any field and look to them for advice. The
people already demonstrating success in community leadership should
be the first source for information and inspiration. They can help
architects new to the realm of community leadership to understand
the unique challenges that come with this role.
Always remember that the various stakeholders who come together in
the course of community leadership generally do so on volunteer
time. This fact makes it imperative for leaders to manage
dissenting voices and opinions without offending or isolating. Poor
relationship management will only disrupt community activity,
rather than promote and advance it. In the world of architecture, a
CEO of a firm can be dictatorial with employees, or a design team
can be arrogant with a client, if they choose, and their work can
still continue. But, an autocratic approach, while always
unadvisable in the architecture profession, simply will not fly
when it comes to community leadership.
Fortunately, most architects who have developed strong office and
client relationships already possess the skills to be an effective
community leader. The chance to use these skills in a sometimes
strange and foreign – but ultimately very rewarding –
sphere will benefit the architect by improving those skills
manifold. Architects who serve as community leaders will further
develop their skills as they provide service to the community. In
other words, being community leaders will make architects better
leaders within their own profession. Such experience also provides
personal and professional recognition. What’s more, while it
sometimes comes with sharp criticism, the appreciation shown for
community leaders can be tremendously rewarding.
If successful in the quest for elected office, architects’
unique set of problem solving skills, creativity, and understanding
of collaborative processes can truly make a difference in our
communities and in larger society. By serving these communities we
will be “doing well by doing good.” To this end,
architects no longer can afford to ignore our great potential for
leadership anymore than we can afford to pass up the opportunity,
as Mark Twain put it, to read a great book.
Ambassador Richard N. Swett, FAIA, is Vice President and
Managing Principal of the Washington, D.C. office of international
architecture, planning, engineering, interior design, and program
management firm LEO A DALY. While a U.S. Representative for New
Hampshire from 1991 to 1995, Swett served on the Congressional
Committee on Public Works and Transportation, as well as its
Aviation Subcommittee. He is a former U.S. Ambassador to Denmark
and author of the book Leadership by Design: Creating an
Architecture of Trust.
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