Self-awareness helps emerging AEC leaders overcome imposter syndrome and lead with greater purpose, confidence, and intention.
At one point or another, you have likely pulled into your driveway and thought, “How did I get here? Which route did I take home today?” Oftentimes, we don’t intentionally turn autopilot on and daydream the entire way home on our commute. Naturally, when something becomes familiar and comfortable, we subconsciously navigate roads we have previously taken without giving it much thought.
While we can all likely relate to this example in our drive home from the office or grocery store, how many of you have had a similar feeling when sitting on a virtual leadership call or around a conference room table in a boardroom, being tasked with making key strategic decisions? Imposter syndrome can happen to anyone on the personal and professional side, but by practicing self-awareness, you can avoid feeling like an imposter and instead embrace your role, skills, and seat at the table.
Why self-awareness is essential for emerging leaders
Self-awareness is a critical leadership tool that starts by looking internally before turning externally to lead others. Leading yourself is the number one priority as a leader, because when we lead ourselves well, we will lead others in a similar way. Self-awareness has multiple components to analyze, including emotions, thoughts, desires, and observations. When we start by becoming fully aware of what we observe, our interpretations of those observations, how we feel, and then our desired outcomes, we can articulate each component in a brief but effective manner. The reason practicing self-awareness is a critical leadership tool is because when we become fully aware of our experience, we can put the pieces together for where we have been, where we are at, and where we are going.
Anyone working at a high-performing and high-growth firm knows that it’s not possible to coast to greatness. In the same way that a professional athlete trains tirelessly to perfect their skills on and off the field, AEC industry professionals must work each day with purpose and intentionality to grow and improve. There is no cruise control when it comes to leading high-performing firms. Once one problem is tackled, leaders must quickly debrief, reflect on lessons learned, and then move onto the next fire.
Self-awareness plays a key part in this process because it takes planning and coordination to execute the most important tasks to move the company forward. Unfortunately, many leaders end up getting buried in meetings and emails and look up just to realize it’s Friday at 5 p.m. without being any closer to the goals they set out to accomplish earlier in the week. By practicing a daily check-in with yourself on four key components – emotions, thoughts, observations, and desired outcomes – you can avoid aimless wandering and take back control of your schedule, your priorities, and building an intentional path going forward.
Why younger AEC leaders often struggle with imposter syndrome
A common theme across the industry shows younger generations being promoted to leadership positions over the past few years. A study done by Unanet in 2025 showed that the average employee age in the industry is 41, and many founding leaders are nearing retirement. Additionally, an article Zweig Group’s Will Swearingen wrote for The Zweig Letter stated that there’s a decline in the number of years that principals have held firm ownership and “there’s a noticeable trend of promoting younger individuals earlier in their careers into management and leadership roles, injecting fresh perspectives into decision-making processes.”
These promotions are fueling growth by the next generation of firm leaders but are also having a pulling effect on younger professionals who may not be fully equipped to fulfill the roles they are being catapulted into, thus creating a sense of imposter syndrome. By adopting a daily self-awareness routine, young professionals can combat imposter syndrome by analyzing their strengths and weaknesses and can seek help in the areas they have that need strengthening.
In an article written by Matthew C. Meade, he discussed the lessons that leaders wish they would have known earlier in their careers. Being your own self-advocate was one point emphasized in this article, because you know yourself better than anyone else.
In the same way that every professional wants to feel like they belong at the leadership table, each person must embrace their strengths and recognize what they bring to that team. It’s easy to feel like an imposter when you’re surrounded by professionals that are 20+ years older than you, but you have also been put into that position because you bring something that’s uniquely you to the table.
How self-awareness helps leaders build confidence and purpose
Instead of feeling like you don’t belong, embrace the strengths that you offer while also being a sponge to those experienced professionals around you, knowing that you will have the same opportunity to lead the next generation one day. When we approach our roles as leaders with this mindset, we actively contribute to the firm’s growth in a way that emphasizes each person’s strengths, rather than everyone trying to do a little bit of everything. By practicing self-awareness, leaning into your strengths, and absorbing lessons from the experienced leaders around you, you will discover your true passion and wake up with a new purpose that helps people and moves your firm forward each day.
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Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com. |