Rising Stars reveal what today’s young AEC leaders truly value in their firms.
Every year, Zweig Group’s Rising Stars in the AEC Industry Award highlights young professionals who are already shaping the future of our industry. These individuals are technically excellent, yes – but what sets them apart is how clearly they think about leadership, culture, and the direction of the profession itself.
In conversations with the 2025 Rising Stars Award winners, several consistent themes emerged about what matters most to the next generation of AEC leaders. For firm principals and executives, these insights aren’t just interesting – they’re instructive.
If we want to retain, develop, and empower future leaders, we need to understand what they value:
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Purpose matters more than perks. Young professionals are not chasing ping-pong tables or trendy office perks. They are looking for meaning.
They want to understand how their work contributes to something larger – whether that’s improving communities, advancing sustainability, advocating for mental health, or strengthening the profession. When the connection between daily work and broader impact is clear and authentic, engagement follows. When it feels disconnected or performative, motivation fades quickly.
For firms, this is a reminder that mission statements alone aren’t enough. Leaders must consistently communicate how projects, decisions, and strategy tie back to purpose. Alignment fuels commitment. -
Burnout is not a badge of honor. Another unmistakable theme: younger professionals are rejecting the long-standing industry narrative that overwork equals dedication.
Competitive compensation, transparency about expectations, and sustainable workloads are viewed as foundational – not optional. There is a strong belief that passion for the work should not substitute for fair pay. Mental health, work-life balance, and charging appropriately for services are seen as structural business issues that leadership must address.
This perspective doesn’t signal a lack of ambition. In fact, it reflects a deeper understanding of sustainability – not just for projects, but for careers. Firms that ignore this shift risk losing talented professionals who are unwilling to accept burnout as the price of advancement. -
Growth drives loyalty. Perhaps the clearest pattern across responses was this: people stay where they see momentum.
Loyalty is tied to visible career progression, mentorship, and professional development. Near-peer mentorship – guidance from someone just a few steps ahead – is especially powerful. Support for licensure, specialization, and leadership training matters. So does clarity around ownership opportunities or long-term advancement.
When growth pathways are opaque or inconsistent, engagement erodes. When firms invest intentionally in development and make advancement realistic, commitment strengthens.
The next generation is not asking for shortcuts. They are asking for clarity. -
Voice and autonomy build commitment. Emerging leaders want responsibility – not micromanagement. They want autonomy to make decisions, stretch assignments that expand their capabilities, and leaders who listen to their ideas. Transparency about firm performance and expectations builds trust. So does being included in conversations about strategy and direction.
When young professionals feel trusted and heard, they lean in. When they feel managed narrowly or excluded from decision-making, they disengage.
Empowerment is not accidental. It requires leaders who are willing to share information, delegate authority thoughtfully, and develop people intentionally. -
Representation and ownership matter. Finally, inclusion and representation surfaced repeatedly. Seeing women and underrepresented professionals in leadership roles signals possibility. Shared ownership structures and accountability reinforce the idea that individuals are contributing to something long term – not just executing tasks.
When people feel seen, included, and connected to the firm’s future, their engagement deepens. Representation isn’t symbolic. It’s strategic.
The throughline
Across all these themes one common thread stands out: alignment. Young professionals are not demanding radical reinvention. They are asking for consistency between what firms say and what they do. They want alignment between purpose and practice, between expectations and rewards, between leadership rhetoric and daily experience.
Firms that deliver on these fundamentals inspire loyalty and cultivate future principals. Firms that rely on tradition, vague promises, or surface-level perks risk watching their top talent leave.
The good news? Many firms are already getting this right – and their Rising Stars are proof.
Recognize the leaders shaping what’s next.
Zweig Group’s Rising Stars in the AEC Industry Award shines a spotlight on young professionals who embody technical excellence, leadership, innovation, and a commitment to advancing the industry. These are individuals who are not only excelling in their roles but actively helping define what strong, modern leadership looks like.
If you work with a rising leader who demonstrates exceptional capability and a passion for moving the profession forward, now is the time to recognize them.
Nominations for the 2026 Rising Stars in the AEC Industry Award are now open. Help us celebrate the future of the AEC industry – and the professionals already building it.
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Sara Parkman is senior editor of The Zweig Letter and a senior content editor at Zweig Group. Contact her at sparkman@zweiggroup.com. |
