IKM principal architect, Mike McDonnell, AIA and associate achitect, Tami Greene, AIA, NCARB, presented "Building Next Generation Leadership" at the AIA Build Pittsburgh 2014 annual education conference and vendor show. For more information about having this presentation at your next event, contact: marketing@ikminc.com

1. AIA Pittsburgh
Provider No. A217
Building Next Generation
Leadership
Michael P. McDonnell, AIA
Tami P. Greene, AIA

2. Credit(s) earned on completion of
this course will be reported to AIA
CES for AIA members.
Certificates of Completion for both
AIA members and non-AIA
members are available upon
request.
This course is registered with AIA
CES for continuing professional
education. As such, it does not
include content that may be
deemed or construed to be an
approval or endorsement by the
AIA of any material of construction
or any method or manner of
handling, using, distributing, or
dealing in any material or product.
_______________________________________
____
Questions related to specific materials, methods,
and services will be addressed at the conclusion
of this presentation.

3. This presentation is protected by US and International Copyright laws.
Reproduction, distribution, display and use of the presentation without written
permission of the speaker is prohibited.
Copyright Materials

4. This course will focus on the key
elements of talent identification,
development, and training
necessary to build the next group
of firm and industry leaders.
Participants will gain an
understanding of where leaders
come from and what it takes to
become a leader, the tools
available for those seeking
leadership roles and those
seeking future leaders, and the
keys to succession planning.
Course Description

5. Learning Objectives
1. Understand where leaders
come from
At the end of the this course, participants will be able to:
2. Identify the traits and attributes
required to become a leader
3. Utilize the tools available for those
seeking leadership roles and those
seeking future leaders
4. Discuss the keys to succession
planning

6. WHERE DO LEADERS COME FROM?
First let’s look at the
question are leaders BORN
or TAUGHT?

7. WHERE DO LEADERS COME FROM?
Are Leaders born?
“Of course they are born. I
have never met an unborn
leader and I don’t think I want
to!”
- John C. Maxwell

8. ERIKA ANDERSON

9. BELL CURVE OF LEADERSHIP POTENTIAL
BORN LEADERS
WILL NEVER BE LEADERS
VAST MAJORITY HAVE GREAT POTENTIAL
TO BECOME LEADERS

10. BORN LEADERS

11. TAUGHT LEADERS

12. 1. WHERE DO LEADERS COME FROM?
EVERYWHE
RE

13. LEADERSHIP BEGINS WITH KNOWLEDGE
•The First step on the path towards
leadership is to gain knowledge
relating to a particular field of interest.

14. LEADING SCHOOLS IN ARCHITECTURE
DesignIntelligence ranked schools for Architecture, landscape
architecture, interior design, and industrial design programs
The Top 10 graduate Programs
1 Harvard University
2 Yale University
3 Columbia University
4 Massachusetts Institute of Technology
5 Cornell University
5 Rice University
7 University of Michigan
8 Kansas State University
9 University of California, Berkeley
10 University of Texas at Austin

15. LEADING SCHOOLS IN ENGINEERING
The Top 10 Programs
1 Massachusetts Institute of Technology
2 Stanford University
3 University of California - Berkley
4 California Institute of Technology
5 Carnegie Mellon University
6 Georgia Institute of Technology
6 University of Illinois – Urbana-Champaign
8 Perdue University
9 University of Michigan-Ann Arbor
10 University of Texas at Austin (Cockrell)

16. LEADING SCHOOLS – CONSTRUCTION MANAGEMENT
The Top 10 Programs
www.findthebest.com
1 Yale University
2 Columbia University
3 Washington University in St. Louis
4 University of Pennsylvania
5 US Air Force Academy
6 University of California - Berkley
7 University of Michigan – Ann Arbor
8 University of North Carolina at Chapel Hill
9 University of Southern California
10 Carnegie Mellon University

17. ARCHITECTURAL GRADUATES AT IKM
Carnegie Mellon University
Penn State University
Kent State University
Syracuse University
Virginia Tech
University of Cincinnati

18. COLLEGE …………..THEN THE WORKPLACE
College sets good technical foundation that will
continue to grow after college.
Where do the college graduates go next?

19. THE WORKPLACE
Apply technical knowledge
Develop new skills to provide
professional services
Develop communication skills
DEVELOP LEADERSHIP
SKILLS

20. WHERE DO LEADERS COME FROM?
Your office!

21. TO GROW YOUR BUSINESS YOU MUST GROW
YOUR PEOPLE
Leadership ability is the
lid that determines a
person’s level of
effectiveness. The
greater the effective
leadership, the more
successful the company.
- John C. Maxwell

22. NO LEADERS TO PICK FROM?

23. NO LEADERS TO PICK FROM?
•DOES YOUR
COMPANY PROVIDE AN
ENVIRONMENT TO
GROW LEADERS?
•WHAT DOES YOUR
COMPANY DO TO
TEACH AND PROMOTE
LEADERSHIP AT ALL
LEVELS?

24. NO LEADERS TO PICK FROM?
•Are you telling them how to lead or showing
them ?
“People don’t want to follow a
finger, they want to follow
you….your actions” – John C.
Maxwell

25. IKM’S INTERN SUPPORT PROGRAM
Opportunity to grow as young
architect and leader
Promotes a culture that supports
an exceptional Intern Experience

26. SHAPING A NEW PROGRAM
Go to the source to find what the Interns need
•Study resources
•Construction observation
•Technical and material
specification knowledge
•A mentoring culture

27. SHAPING A NEW PROGRAM
Monthly Tours of
Construction Sites
and
Manufacturing
Plants

28. INTERN DEVELOPMENT PROGRAM
Intern Lesson Lunches
Study Resource Library
Bi-weekly staffing meetings where we
discuss how to staff Interns to satisfy
IDP requirements
Reimbursement for passing all ARE
Paid time off to take the ARE
An office culture focused on providing an
excellent intern experience

29. IKM’S INTERN SUPPORT PROGRAM

30. WHAT DOES YOUR COMPANY DO TO GROW
LEADERS?
You must build the right culture for leaders, where….
• People have an opportunity to be heard
• Employees have freedom and responsibility, within
a clear framework of rules.
• Employees are clearly advised what they do well,
and of areas that need improvement
• Employees are challenged every day so that they
continue to grow in the profession
• The skills expected from future leaders and path of
professional advancement is clearly defined.
“Businesses often forget
about the culture, and
ultimately, they suffer for
it because you can't
deliver good service from
unhappy employees.”
- Tony Hsieh
(Founder of
Zappos.com)

31. 2. TRAITS & ATRIBUTES OF LEADERS

32. COMMON TRAITS OF LEADERS
• Vision
• Creativity / Flexibility
• Intellectual Drive and Knowledge
• Confidence and Humility
• Good Communicator
• Empathy
• Positive Attitude

33. COMMON TRAITS OF LEADERS
Vision
• “Those who lead
are those who
inspire us. …, we
follow those who
lead, not because
we have to, but
because we want
to. Not for them, but
for ourselves… it’s
those who start with
why, who have the
ability to inspire
those around them.”
How great leaders inspire
action – the golden circle. -
Simon Sinek

34. COMMON TRAITS OF LEADERS
Vision

35. COMMON TRAITS OF LEADERS
• Vision
• Creativity / Flexibility
• Intellectual Drive and Knowledge
• Confidence and Humility
• Communicator
• Empathy
• Positive Attitude

36. COMMON TRAITS OF LEADERS
Empathy
• Create a legitimate
rapport with staff.
• To be a valuable leader to
others, you must
understand and
appreciate the values and
concerns of your team
members.
“Leaders must be close enough to
relate to others, but far enough
ahead to motivate them.” – John C.
Maxwell

37. COMMON TRAITS OF LEADERS
• Vision
• Creativity / Flexibility
• Intellectual Drive and Knowledge
• Confidence and Humility
• Communicator
• Empathy
• Positive Attitude

38. COMMON TRAITS OF LEADERS
Positive Attitude
“Envision, create, and believe in your
own universe, and the universe will
form around you.” – Tony Hsieh
“Our beliefs about what we are and what we
can be precisely determine what we can be”
― Tony Robbins

39. HOW TO IDENTIFY LEADERS
Take time to observe and note….
1. Who communicates with respect and confidence to other
staff and clients?
2. Who at your company shows initiative and looks to the
future with a vision of what your company can be?
3. Who at your company speaks for a group, without
assignment of this role?
4. Who do people consistently want on their team because of
their positive attitude and dedication?

40. LOOKING TOWARDS A LEADERSHIP ROLE….
Things to consider:
• Where do you fall on the bell curve of
leadership?
• Are you willing to truly commit to be the
leader others will expect of you?
• Time
• Hard Work
• Sacrifice
• Daily tasks
• Relationships with colleagues
• Family Support

41. HOW TO DEVELOP LEADERSHIP SKILLS
BREAK
THROUGH
EXPECTATIO
NS
FIND A
CHAMPION
CREATE
YOUR
VISION
BE
OPTIMISTI
C
TAKE
INITIATIVE
AND RISKS
KNOW YOUR
STRENGTHS
&
WEAKNESSE
S

42. HOW TO DEVELOP LEADERSHIP SKILLS
Most importantly….. Become truly self-
aware
Erika Anderson
1) Be a Fair Witness
2) Invite Feedback
3) Listen
“People are anxious to change
their circumstances, yet are
unwilling to change
themselves…so they are bound.” –
James Allen
(British Philosophical Writer)

43. HOW TO DEVELOP LEADERSHIP SKILLS
LEADERSHIP SELF ASSESSMENT SURVEYS
Strengths and Weaknesses in Leadership
•Leadership Theory and Practice –
Peter Northouse
What Kind of Leader Am I?
•Training in Interpersonal Skills:
TIPS for Managing People at
Work. 5th ed. (2009) -Robins,
Stephen, R. and Phillip L.
Hunsaker.
Search Leadership Self Assessment on Internet
•http://www.yourleadershiplegacy.com/
assessment.htm

44. 3. TOOLS TO BECOME A LEADER

45. 3. TOOLS TO BECOME A LEADER
Do I need help becoming a leader?
Do I need help finding future leaders?

46. YES YOU D0

47. TOOLS TO BECOME A LEADER
Resources
• The Leadership Challenge – 5th edition
• The Leadership Challenge Mobile App
• Leadership 101 – John C. Maxwell
• Strengths Finder 2.0– Tom Rath
• Good to Great – Max Hodgen
• Growing Great new Managers – Erika Anderson
• Leading So People will follow – Erika Anderson
• How to Win Friends and Influence People – Dale Carnegie
• Delivering Happiness: A Path to Profits, Passion and Purpose – Tony Hsieh
• Leadership Theory and Practice - Peter G Northouse

48. Do I need help becoming a leader?

49. Important questions to ask:
1. What is leadership?
2. Do I want to lead?
3. How can I grow as a leader?
Leadership 101 – John C. Maxwell

50. Leadership develops daily, not in a day.
The Four Phases of Leadership Growth
1. I don’t know what I don’t know
2. I know what I don’t know
3. I grow and know and it starts to show
4. I simply go because of what I know
Leadership 101 – John C. Maxwell

51. How do I develop trust?
Trust is the foundation of leadership
Three qualities that exemplify trust:
1. Competence
2. Connection
3. Character
Leadership 101 – John C. Maxwell

52. “People will forgive occasional mistakes of ability,
but they wont trust someone with slips in
character.”
1. Character communicates consistency
2. Character communicates potential
3. Character communicates respect
Leadership 101 – John C. Maxwell

53. Strength Finders – Tom Rath
Stop focusing on your weaknesses and start concentrating on your strengths!

54. Strength Finders – Tom Rath
Areas of personality
and interest strengths
Examples:
-Achiever
-Adaptability
-Competition
-Empathy
-Includer
-Relater
-Strategic
-Woo

55. Implement a Program of Leadership
Do I need help finding future leaders?

56. The Leadership Challenge – Kouzes & Posner

57. The Leadership Challenge – Kouzes & Posner

59. The Leadership Challenge – Kouzes & Posner

61. The Leadership Challenge – Kouzes & Posner

63. The Leadership Challenge – Kouzes & Posner

65. The Leadership Challenge – Kouzes & Posner

67. Things All Leaders Need
1. The appropriate mentor – growing your
mentors as you grow
2. A personal mission & vision statement with
timelines – this is your career map
3. A personal board of directors – accountability,
guidance, access to other skills and orbits
4. Know your story and use it to grow your
network

68. Things All Leaders Need
Personal Mission & Vision Statement
Mission: A short written statement of your purpose
Vision: A statement that captures the long term picture or goals you
have.
Categories of interest:
• Personal needs
• Family needs
• Practice leader actions
• Corporate leader needs
• Professional achievement needs

69. 4. TOOLS TO SUCCESSION PLANNING

70. Know Your Business

71. Know Your Business
You will need the right mix of people in leadership
Finders – Those who bring in new clients and work
Minders – Those who keep current clients happy and coming back
Grinders – Those with deep technical skills and experience

72. Know Your Business
Financial Resources
What is your buy-in/buy-out strategy
How do you value the organization
What financial burden is acceptable to the firm and its current owners
How much skin is in the game for new or emerging owners

73. Know Your Business
What is your timeline and is it the same for all the current partners?
How long will it take to find and grow the next group of firm leaders
Will the transition be gradual or all at once
How long will the financial commitments for transition last

74. Know Your Business
Develop a plan to expose future leaders to the
stresses of leadership before they lead
Firm financials, the importance of cash flow and accounting
Finding and keeping clients
Firm operations and culture

75. The true measure of leadership is influence,
nothing more, nothing less
My Influence
My life shall touch a dozen lives before this day
is done. Leave countless marks of good or ill,
e’er sets the evening sun. This, the wish I
always wish, the prayer I always pray: may my
life help other lives it touches by the way.
John Maxwell, Leadership 101, P. 84

76. This concludes The American Institute of Architects
Continuing Education Systems Course
Session Provider:
AIA Pittsburgh
Contact Person:
Rachael Kelley
Assistant Director AIA
Pittsburgh
Email: rkelley@aiapgh.org