Studio-MLA's space in Los Angeles. Photo by Amanda Ortland © Archinect, from the previously published Studio Visits: Studio-MLA

Every so often in conversations and considerations regarding employment, the topic of mentorship gets brought up. Regardless of whether as mentors or mentees or both, most people agree that mentorship is a vital component of an architect’s career. Despite it being recognized as important, mentorship often remains ill-defined and sometimes even fear or shame-inducing. 

Archinect has recently organized an insightful panel called “The Importance of Positive Leadership and Mentorship” where Paul Petrunia discussed the topic with Donna Sink from Roland Design, Rosa Sheng from SmithGroup, Jonathan Moody of Moody Nolan, and Alan Maskin of Olson Kundig. The panel brought up numerous points for strengthening communication within a project team and company. 

Below we bring a further analysis of the topic and provide actionable tips on establishing and nurturing relationships between mentors and mentees. 

The evolution of architecture operation technology and increased social awareness has started to democratize relationships within project teams. We are moving away from the concept where an older professional is always on the giving end of instruction, while the emerging professional has not much to contribute other than through sheer execution of someone else's ideas.

Despite the fact that this exchange of information and less rigid hierarchy may seem exciting, they have their downsides. They can exacerbate confusion, lack of communication, and ultimately a gap between different generations of architects. There are too many young architects and designers who are unsure how to approach someone to become their mentor. They get riddled and paralyzed with questions such as Why has not someone already taken me under their wing? How do I find my future in architecture? 

We also have seasoned professionals whose once-star-level drafting skills can be matched by a recent graduate with intermediate knowledge of BIM software. Experienced architects become unsure how to transmit their expertise, or they take it for granted. Overwhelmed by different options and means of communication, they get confused on how to communicate their enthusiasm to “pass the torch.” Some professionals, who decide to obtain architectural licenses later in their careers, for example, remain perplexed on how to seek advice from emerging professionals on how to pass ARE exams. 

These architects with many years of experience, who know how a building, project, or even a company come together, are often unable to use today's full variety of standard tools of operation. My previous project manager and mentor accounted on his own project manager: "He was so suspicious of AutoCAD back in the 90s that he would come with a physical scale and measure lengths on my screen." As Rosa Sheng wisely pointed out in the panel: "Mentors of today’s mentors taught them a different skill set than what they are expected to teach their mentees today." 

Why has not someone already taken me under their wing? How do I find my future in architecture? 

Today’s cohort of emerging professionals mostly grew up with technology and does not need much training in how to use it for drafting, rendering, animating, VR — today’s main tools of operation in architecture. This proficiency in technology allows young professionals to offer their mentors prowess that mentors were not able to provide to their mentors at the beginning of their careers. Even thirty years ago, it could take a long time for a young designer to impress their project manager. Today you can become the office star by being the only person who is skilled at animations, for example. 

“Whenever you find yourself in a new work environment, you need to work to become the go-to person for a certain skill. It can be anything really, but you need to be the go-to person”, I recall the late Gene Mackey, FAIA, told me and my peer during a lunch we had together. “Not to get you into a pigeonhole but to start growing your expertise from one strong foundation.”

Mackey had this tradition of taking his company’s summer trainees out for lunch. He was the type of person who could walk up to anyone, introduce himself with a smile, ask insightful questions and provide meaningful feedback. Even though there can be something slightly intimidating for an emerging professional to share a meal with the company’s president emeritus, Gene made these encounters very natural and informal. He was curious about our interests and passions, and he offered genuine advice. 

Not all experienced architects and potential mentors are as sociable as Gene Mackey was, nor are all emerging professionals quiet, entitled, or easy to intimidate. Rather than generalizing, we have to be observant and draw conclusions on an individual basis. 

To be a good architect, it is not sufficient anymore to always be reaching into the catalog of proven solutions.

These personal narratives and interests open space for more curiosity and storytelling from every project team member. The role of an architect master builder has been evolving into one of a master learner. To be a good architect, it is not sufficient anymore to always be reaching into the catalog of proven solutions. Jonathan Moody indicated effectively in the panel: "Our buildings are becoming increasingly complex, and there cannot be one person who will always bring up the optimal and innovative solutions." Beyond the success of a project, being curious about your teammates beyond their immediate task is one of the keys to closing the distance between generations of architects. A closed distance also means better project performance, which ultimately closes the circle: A happy team means a happy project. A happy project means a happy team. 

Regardless of your position in a company, it is vital to start conversations. Mostly everyone will appreciate friendly proactivity. Invite people and groups for lunches, walks, happy hours. There is no need to put pressure on that dreaded question — “Would/could you be my mentor?” Instead, have a laugh together, tell them what you are about, learn what they are about. Turn the ones with whom you jive the best into your allies and advocates. Make it easy for them to vouch for you. Teach them how to bring the best out of you, and discover how they could benefit from your experience and knowledge. Keep in mind that they need you, too. 

If you are an introvert and the thought of inviting your project manager for lunch sends shivers down your spine, geek out with your HR or peers on how to make your approach genuine and truthful to you. Remember that the most fruitful relationships are the ones that are organic and unforced. 

When you seek feedback, you also create the bond of trust, so ask away. Your feedback provider will likely check on you to see if their information was helpful to you. Take ownership of every role you take. Never lose sight of the fact that your older colleagues were once in your shoes, and your younger peers will be probably taking your position as you progress in your own career. Fill these relationships with empathy and honesty. Instead of asking “What should I do?”, try asking “What would you do if you were in my position now?”

If you fall into the category of people who are not able to establish a mentorship relationship for whichever reason, know that you can “adopt” a high-quality mentor without having to have a direct relationship. If you enjoy Louis Sullivan’s work, for example, you have books on his mastery and influence that can inspire you. If you want your company to become the next Snøhetta, follow them on social media platforms and learn how they produce relevant work. 

Regardless of your position in a company, it is vital to start conversations.

An important thing to remember is not to idealize mentors — they still make wrong judgments. Pick and choose what is most useful to you and learn what is useful to them. If they forget about your request, that does not mean you are unimportant. Check in and advise on the best way of moving forward. Furthermore, who is to say that you need one mentor only forever and ever? Do not forget that a peer who is only a few steps ahead of you can also make a terrific mentor. Branch out as much as you can because there will not be one person who can answer all your questions. If you are being asked for guidance on a matter that you know someone else would provide better information, be the connector between people. 

Perhaps we do ourselves a disservice by labeling these organic relationships as “mentorship” and putting mentors on a pedestal while not recognizing that mentees, too, provide plenty of value to mentors and the company. Today we still get in our heads about hierarchical positions — being afraid to speak up or ask questions, or feeling entitled to speak to someone in a certain way. We ought to remind ourselves that at the end of the day, everyone is in the same boat, looking to make their best contribution on the journey while being happy and fulfilled for themselves and their surroundings. Having these meaningful conversations is the way to make the most out of evolving relationship dynamics and push the change further.