Developing young architects is crucial for the future of the architecture industry. As experienced architects retire, the next generation of architects must be prepared to take on the challenges of designing and building the structures that will shape our world for years to come. However, young architects face many challenges as they begin their careers, from learning technical skills to building professional relationships.
One strategy that can help young architects overcome these challenges is micro-delegation. Micro-delegation involves breaking down tasks into smaller, more manageable chunks and allowing younger architects to take on tasks that are challenging but still achievable. This approach not only helps young architects build confidence and develop their skills, but also provides valuable opportunities for mentorship and feedback. The difficult part is that Architects are not educated to be teachers, so sometimes the experienced Architects themselves need training on how to train the next generation.
By the end of this post, you will have a better understanding of how micro-delegation can help you develop the next generation of architects and prepare them for success in the industry. Whether you are a seasoned architect or a young professional just starting your career, you will find valuable insights and actionable tips that you can use to help develop the skills and confidence of young architects in your team.
Break tasks down into smaller, more manageable chunks
Breaking down tasks into smaller, more manageable chunks is a key strategy for helping young architects develop their skills and build confidence. When tasks are broken down into smaller components, they become less intimidating and easier to approach. This approach allows young architects to focus on one aspect of the task at a time, which helps them to build a sense of momentum and accomplishment as they progress through the task. This also gives the senior staff an opportunity to track progress, catch if they have gone down the wrong path, and provide smaller chunks to review.
There are several benefits to breaking tasks down into smaller chunks. For example, it can help to:
1 Reduce the feeling of being overwhelmed
Enormous tasks can often feel overwhelming, which can lead to procrastination and inaction. Breaking a task down into smaller, more manageable pieces makes it feel less daunting and easier to approach. It can also be overwhelming for an Architect to review larger amount of information thoroughly, or know where the young professional went wrong if they are way off base.
2 Increase focus :
When a task is broken down into smaller components, it’s easier to stay focused on the task at hand. This can help young architects to avoid distraction and stay on track. This can also be great practice for learning how to dive into the details and ask questions.
3 Improve accuracy :
Breaking down a task into smaller components can also improve accuracy. By focusing on one aspect of the task at a time, young architects can ensure that each step is completed correctly before moving on to the next. Plus save time on redoing work, actually learning thoroughly, and provide other professionals review time to squeeze into their schedule.
The easy example I like to give is when you are explaining how to do interior elevations. It is a pretty simple task for a recent graduate to understand and they are looking for components they are familiar with from life. Be instead of letting them loose to do all the bathroom elevations, or all the casework. Provide them with specific elevations to work on that is small in quantity, diverse, and ones you KNOW are fully modeled. Maybe four elevations of one single occupant restroom, and a few casework elevations. Maximum 5-6 elevations. Walk them through one or two in detail, and then let them loose on those 5-6 other elevations you identified. Tell them to schedule a meeting with you at the end of the day or the next day. (Depending on when you are giving the task and schedules.)
This gives them a small amount of work to focus on, provides them with a short-range deadline, and teaches them to schedule time on your calendar to review. Make it a priority to not change this meeting time. It is best to keep them on task and show you value their time. Yes, schedules change and life happens, but let that be for future meetings. Not the first review meeting.
Overall, breaking tasks down into smaller, more manageable chunks is a powerful strategy for helping young architects develop their skills and build confidence. By reducing overwhelm, increasing focus, and improving accuracy, this approach can help young architects to make progress on even the most complex projects.
Allow young architects to take on tasks that challenge them but are still achievable
Giving young architects tasks that are challenging yet achievable is critical to their growth and development. When young architects are given tasks that are too easy, they may become bored or disengaged, which can lead to a lack of motivation and a plateau in their skills. Conversely, if they are given tasks that are too difficult, they may become overwhelmed or discouraged, which can hinder their progress and confidence. Therefore, it’s essential to provide tasks that are challenging but still within their capabilities.
When young architects are given tasks that challenge them, it forces them to step outside their comfort zone and stretch their skills. This approach helps them learn and grow in several ways. Firstly, it helps them to develop problem-solving skills, as they must figure out how to tackle new and complex tasks. Secondly, it allows them to expand their knowledge and skills, as they learn new techniques and approaches to completing the task. Finally, it builds their confidence and self-esteem, as they see their capabilities grow and develop over time.
To determine the right level of challenge, it’s important to consider their current skills, knowledge, and their past experience. Tasks that are too easy or repetitive will not provide enough challenge. Tasks that are too difficult may be demotivating. One approach is to start with a task that is slightly outside their current skill level, and gradually increase the complexity and difficulty as they progress. Another approach is to provide a mix of tasks, some more challenging than others, to keep them engaged and motivated.
When you provide a mix of tasks, it is important to highlight if any of the tasks are a higher priority to complete, or if they require review by a more specialized professional in the office. Then let the other tasks that don’t have a set deadline to be done after those high priority items are addressed. This can be a good strategy if you need to travel for work during the week and you are providing a long list of tasks for a recent graduate. Even if you are traveling, providing a go to person in the office for them to ask questions or review along the way can be very beneficial. Or if you have another project deadline that you need to focus on for the next few days.
A mix of tasks can help the recent graduate learn time management and when to ask questions. It can help to teach you their current skillset and the right level of challenge to provide in future tasks. This can be especially helpful when you are new to working with someone.
Provide regular feedback and support throughout the process
Providing regular feedback and support is crucial to the growth and development of young architects. Feedback helps young architects understand their strengths and weaknesses, identify areas for improvement, and build confidence in their abilities. Support provides young architects with the resources and guidance they need to succeed in their tasks and continue learning.
Effective feedback should be specific, actionable, and delivered in a timely manner. It’s important to provide feedback regularly throughout the project, not just at the end, to ensure that young architects have the opportunity to make improvements as they go along. This can be easily integrated when micro-delegating. It provides you with multiple opportunities to provide specific, actionable feedback for learning and growth. It also allows you to address any issues or concerns early on, preventing them from becoming bigger problems later.
When providing feedback, mentors should focus on both positive and negative aspects of the work. They should highlight areas where the young architect has excelled, as well as areas that need improvement. It’s essential to provide constructive criticism that is aimed at helping the young architect improve, rather than just pointing out mistakes.
Besides feedback, young architects also need ongoing support to help them succeed. This support can take many forms, including providing resources, such as books or articles on relevant topics, connecting them with experienced architects or other mentors, and providing access to training or development programs. Sometimes I like to provide them with videos on something being installed, so show them what they are detailing. This can be very helpful for their understanding and learning when something may not seem right.
Providing regular feedback and support is essential to the growth and development of young architects. By providing specific, actionable feedback and ongoing support, mentors can help young architects understand their strengths and weaknesses, identify areas for improvement, and continue learning and growing throughout their careers.
Encourage young architects to ask questions and seek guidance
Encouraging young architects to ask questions and seek guidance is crucial to their development and growth as architects. Asking questions and seeking guidance helps young architects gain a deeper understanding of their work and can lead to new insights and ideas. It helps young architects develop a sense of curiosity and a willingness to learn, which are essential traits for success in any field.
Creating an environment that encourages questions and open communication is key to fostering a culture of learning and growth. This can be achieved in a variety of ways, including setting up regular check-ins where young architects can ask questions and receive feedback, encouraging group discussions, leveraging your firm’s employees to train each other, and creating an open-door policy where young architects feel comfortable approaching their mentors with questions.
When young architects ask questions, it’s important to provide clear and concise answers that help them understand the topic at hand. Mentors should take the time to explain concepts in a way that is easy to understand and avoid using technical jargon that might be confusing to young architects. Additionally, mentors should be patient and understanding, recognizing that young architects may need extra time and guidance to fully grasp certain concepts. A good technic to check for understanding is asking them to repeat back the tasks provided, or their explanation to make sure something wasn’t lost of translation. It can also help you to learn if you speak in too much Architect jargon. There are a lot of acronyms that takes time for people to learn. You sometimes forget what you didn’t know in your first year being at your first firm.
Encouraging young architects to seek guidance can also help them learn and grow. By connecting young architects with experienced architects or other mentors, they can gain valuable insights and advice that can help them navigate their careers. Mentors can provide guidance on a variety of topics, including career development, project management, and technical skills, among others. It can also be a great way to help them build office relationships, and provide other people to ask questions if you are unavailable.
Celebrate successes and acknowledge efforts made
Celebrating successes and acknowledging efforts made by young architects is an important part of their development and growth. By recognizing their achievements, mentors can help build their confidence, motivate them to continue improving, and create a positive and supportive work environment.
Acknowledging efforts made is particularly important because it recognizes the hard work and dedication that goes into every project, regardless of the outcome. This can be done in a variety of ways, such as praising the young architect for their initiative, highlighting their contributions during team meetings, or providing them with constructive feedback that recognizes their efforts.
Celebrating successes, on the other hand, is about recognizing significant achievements that have a tangible impact on the project or the young architect’s career. This could include completing a project, delivering a succesful client presentation, or earning an industry award or recognition. When someone in the office becomes a licensed professional, there should be a HUGE celebration for the individual! (And yes plus financial compensation) Something like, everyone ends work an hour early to celebrate them!
Celebrating successes and acknowledging efforts made can have a positive impact on the motivation and morale of young architects. It helps them feel valued and appreciated, which can lead to increased job satisfaction and a greater sense of purpose. This can lead to higher levels of productivity, better quality work, and a stronger commitment to the firm and goals.
Micro-delegation is an essential tool for developing young architects. By breaking tasks down into smaller, more manageable chunks it gives them challenging yet achievable assignments. It also provides opportunities for regular feedback and support, encourages questions and seeking guidance. By making it achievable, creates a higher potential for success and and acknowledging efforts. Mentors that micro-delegate can help young architects build their confidence, skills, and commitment to their work.
Micro-delegation can help young architects overcome the challenges they face early in their careers, such as lack of experience, limited knowledge of the industry, and uncertainty about their abilities. It allows them to take on responsibilities and challenges in a way that is manageable and supportive. This can help them build their skills and confidence over time.
As senior Architects, it’s essential to create an environment that encourages ongoing learning and development. This means providing regular feedback and support, encouraging questions and open communication, and celebrating successes and acknowledging efforts made. By doing so, we can help young architects grow and develop into the next generation of leaders in the industry.
In applying these principles, Architects can help recent graduates thrive in their careers and achieve their full potential. By taking the time to invest in their development, we can help build a strong and vibrant industry that is better equipped to address the challenges of the future.
So, let us all commit to micro-delegation and apply these principles in our work with young architects. Let’s help them develop the skills, confidence, and commitment they need to succeed in the industry and make a positive impact on the world.
Written by
Katelyn Rossier, AIA, NCARB, LSSBB
