Many architects will be able to relate to the problem of having too much to do and not enough time to do it. Whether they are directors, associates, or not yet qualified, architects frequently attest to a prevailing culture of high pressure and long hours.
Executive Coach works almost exclusively with architects and designers. She was Director of the 澳门王中王's annual in 2021.
She finds that the high standards architects hold themselves to often hold them back from the two best solutions to their time problems:
- Organisation
- Delegation
Reluctance to delegate
Fugle鈥檚 architect clients often self-impose a number of obstacles to delegating work, despite the fact that they cannot realistically carry it out themselves. They are protective of too many aspects of the design process; they are over-cautious that the work will not be correct, and they believe that they could get the task done more quickly themselves.
This leads to them working on tasks well below their level of expertise in the belief that only they can ensure a high standard. Frequently, Fugle has encountered architects who are determined to carry out all tasks at an 鈥淎+ level鈥� when a 鈥淏鈥� would suffice.
Draw up a time study
鈥淲e are in 鈥榦verwhelm mode鈥� because we carry everything in our head,鈥� Fugle suggests. 鈥淪o our first task is to get it out in the open. When we see the big picture, we can start to order it, find patterns and/or prioritise.鈥�
This is a very simple step that few of us take: identify where you are spending too much time; and where you are spending too little.
鈥淎 time study gives us real data rather than assumptions. It allows you to start to envision what your ideal week would look like.鈥�
Assess what is truly important
In analysing how we spend our time, Fugle recommends several equally simple exercises. Few people carry out such common sense self-auditing, but doing so can be revelatory.
- construct an 鈥榰rgent vs important鈥� matrix: a 2 x 2 square into which tasks can be placed, with 鈥榠mportance鈥� on the vertical axis and 鈥榰rgency鈥� in the horizontal one
- identify the tasks that you have to do because nobody else can: weigh these up against the tasks you want to do, and those that can be delegated
- clarify expectations of what is required with the correct stakeholders
- make a list of work responsibilities that you enjoy doing, and a list of any you dislike
Junior architects want to be delegated to
Many architects early in their careers are hungry for experience and are keen to take on new responsibilities. They might be happy to have certain tasks delegated to them if it enhances their experience and career development (provided that they are not experiencing 鈥榦verwhelm鈥� too, of course).
鈥淚 would encourage junior architects to 鈥榤anage up鈥�,鈥� Fugle urges. 鈥淲e cannot expect a manager to know the opportunities you want to come your way unless you communicate them.鈥�
She suggests architects start by identifying which tasks or situations are in their comfort zone, then to look at their 鈥榮tretch zone鈥�; and then their 鈥榝ear zone鈥�.
鈥淲e often talk about stepping out of your comfort zone, but I prefer to describe it as pulling things into your comfort zone. If you know which activities you would like to challenge yourself with, you can discuss them with your manager. Emphasise your strengths and your values. Make sure you have a sense of purpose when asking for an opportunity.鈥�
Your goals are team goals
One crucial point that applies equally to all levels of seniority is that a practice is a team. While an assistant architect might feel they are at the bottom of the ladder and are unable to delegate to anyone, they can find solutions with colleagues by discussing their responsibilities and workload.
鈥淲e must stop looking at ourselves in isolation and think in terms of team goals,鈥� affirms Fugle. 鈥淲hat is the team trying to achieve here? How are you supporting each other and holding each other accountable?鈥�
She is adamant that teams should provide psychological support for one another.
鈥淚t can be hard to put your hand up and say you are having a hard time. You may not literally be in a position to delegate in terms of seniority, but you should never be afraid to share the psychological load and ask for support. Colleagues at any level will respect that.鈥�
More insights into leading teams will be presented at this year's three-part Future Leaders conference: Future Leaders 2022. The first event, takes place on 16 March 2022. .
Thanks to Karen Fugle, Executive Coach, Sleeping Giant Consulting.
Text by Matt Milton. This is a Professional Feature edited by the 澳门王中王 Practice team. Send us your feedback and ideas.
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Article first published on 4 February 2021.
