Top Architecture Leadership Tips and Insights from Karen Fugle

In our latest conversation, we explored architecture leadership with Karen Fugle, executive coach and founder of Sleeping Giant Consulting. Karen brings a wealth of experience in coaching architects and construction professionals, helping them navigate the unique challenges of leadership in the architecture industry. Here, Karen shares some valuable insights on self-reflection, managing middle-management roles, and maintaining balance—essential lessons for anyone aiming to enhance their leadership in architecture.

Self-Reflection: Building Resilience and Self-Awareness

Karen emphasizes self-reflection as the cornerstone of effective leadership. While architects are trained rigorously in design, formal leadership training often takes a backseat. Reflective practices, Karen argues, are critical for resilience, improved decision-making, and heightened self-awareness. Through practices like journaling and weekly reflections, leaders can better understand their actions, strengths, and areas for growth.

To help with this, Karen created the Architects Leadership Journal, a structured tool for weekly reflections. Each section is designed to track wins, challenges, stress levels, and leadership questions, allowing professionals to assess their goals and adapt their leadership styles. “Self-reflection doesn’t have to be time-consuming,” Karen explains. “Even ten minutes of reflection can bring valuable insights into your work and personal growth.”

Investing in Yourself: Beyond Traditional Training

Investing in oneself is more than signing up for training courses. For Karen, it involves taking time to pause, setting personal goals, and prioritizing mental well-being. She highlights that leadership development can come from simple, yet intentional actions, such as finding a mentor, engaging in daily self-reflection, or even dedicating time for physical exercise.

Karen also emphasizes that true investment includes recognizing and meeting personal values, which forms the foundation for effective decision-making. “When our values aren’t aligned with our roles, it creates dissatisfaction,” she says. Knowing what you value most helps you stay focused and make choices that reinforce those principles, whether that’s family time, creativity, or teamwork.

Middle Management: Balancing Responsibilities Up and Down

For those in middle management, the challenges often come from balancing the needs of upper management with team expectations. Karen suggests that middle managers can benefit from finding networks or peer groups where they can exchange insights and receive support. In the often hectic pace of architecture, a solid support system can help professionals navigate this demanding role.

Middle managers, according to Karen, should also prioritize self-care to avoid burnout. With the pressures of managing projects and people, it’s essential to have time away from work, whether it’s through structured self-reflection, taking mental breaks, or simply giving oneself permission to pause.

Building Habits that Support Long-Term Leadership Growth

Karen advises young architects and those moving into leadership roles to establish reflective habits early in their careers. Small, consistent actions—like weekly journaling or scheduled time for personal projects—help cultivate a reflective mindset that will serve them well as they progress in their careers. Leadership, after all, is an ongoing practice of self-improvement.

Karen’s expertise is a reminder that effective leadership in architecture is as much about internal development as it is about technical skill. Her Architects Leadership Journal offers a practical starting point for anyone looking to bring more mindfulness and clarity into their professional journey.

For more insights and resources to elevate your architecture career, visit www.architecturesocial.com.