The middle is where emerging talent either grow into leaders or quietly disengage.
Most conversations about talent in AEC focus on two ends of the spectrum: how to attract early-career professionals and how to retain senior leaders. What often gets overlooked is the space in between – the middle – where careers are either shaped intentionally or quietly stalled.
The “middle” is where emerging leaders decide whether to stay, stretch, or step away. It’s where people are trusted with responsibility but not always with clarity, visibility, or voice. And increasingly, it’s where the future leadership of our firms is either cultivated – or lost.
The middle is where belonging becomes real.
Belonging isn’t created by mission statements or onboarding decks. It’s created in day-to-day moments:
- When someone feels safe enough to ask a question without being judged.
- When ambition is met with guidance instead of silence.
- When curiosity and efficiency are valued as much as tenure.
For many professionals in the middle, impostor syndrome doesn’t come from a lack of ability, it comes from uncertainty. Unclear paths. Unspoken rules. Inconsistent feedback. When expectations aren’t articulated, people are left to guess whether they’re progressing or simply performing.
Firms that ignore this ambiguity risk disengagement. Firms that address it unlock momentum.
Leadership doesn’t start at the title.
One of the biggest misconceptions in our industry is that leadership begins at senior PM, associate, or principal. In reality, leadership behaviors show up much earlier:
- Asking thoughtful questions instead of letting issues linger
- Communicating clearly and early – even when the answer isn’t perfect
- Bringing a proposed solution, not just a problem
- Balancing speed with technical rigor
- Encouraging younger staff to build both technical depth and foresight
These behaviors don’t emerge in a vacuum. They emerge when young professionals are encouraged to be vocal about their goals and supported while they grow into them.
Fixing the middle means normalizing conversations like:
- “I want to take a stab at this.”
- “Here’s where I’m aiming.”
- “What skills do I need next that will set me up for success?”
When those conversations are welcomed, people stay invested. When they’re avoided, people disengage – or leave.
Why this matters for the next generation.
The next generation of talent is entering the workforce with different expectations; not lower ones. Many value autonomy, clarity, flexibility, and purpose. They’re often highly efficient, deeply curious, and motivated by impact rather than hierarchy.
Research increasingly shows that Gen Z sees cognitive diversity as a strength and entrepreneurship as a viable – and attractive – alternative to traditional career paths. If firms don’t create environments where mid-career professionals can grow, lead, and be seen, they won’t just lose early-career staff – they’ll lose the very people meant to guide them.
Fixing the middle isn’t about lowering standards. It’s about removing friction.
What firms can do – practically.
Fixing the middle doesn’t require a complete organizational overhaul. It requires intention.
Some starting points:
- Make career paths explicit. Not rigid; but visible.
- Reward communication, not just output. Silence shouldn’t be mistaken for competence.
- Encourage ambition. Wanting to lead should never feel risky to say out loud.
- Coach, don’t just evaluate. Feedback should point forward, not just backward.
- Trust emerging leaders with real responsibility; and support them through it.
When people feel trusted and supported, they rise.
The cost of doing nothing.
Firms that fail to fix the middle may still deliver projects – but they’ll struggle to sustain leadership pipelines. They may see talented professionals plateau, disengage, or explore paths outside traditional practice.
On the other hand, firms willing to rethink how they support, mentor, and empower people in the middle position themselves to not only retain talent – but to inspire it.
The future of AEC leadership isn’t waiting at the top.
It’s being shaped right now – in the middle.
 |
Ricardo Jesus Maga Rojas, Assoc. AIA, NOMA, WELL AP, LEED AP BD+C, PMP is an assistant project manager at Stantec. Connect with him on LinkedIn. |