Championing change in the context of a large practice like DP, with numerous partners from three “generations”, it has its unique challenges but also strengths. For instance, when it comes to pushing for key changes such as diversity, equity and inclusion (DEI) aspects, there are often diverse points of views; and this underscores the importance of learning to navigate across and, more importantly, appreciate varying cultural perceptions. The diversity in thoughts do help to provide a more holistic review of the issues discussed, avoiding bias or blind spots. Ultimately, we rely on DP’s long-standing ethos that “Every DPian Matters”. Hence, when advocating change, we often conduct dialogues with DPians across designations and roles, to communicate the proposed initiatives and plans, to collate feedback for more informed and meaningful intervention.

As a leader, how do you manage the team dynamics between young new-joiners and senior talents?

Different team members have varying skill sets as a result of their differing experiences. As leaders, it is important to assess and understand each member’s strengths and weaknesses well so that we can appreciate the positive traits that each bring to the table. We can then leverage their complementary skills (and personalities) to enhance team synergy. To illustrate this, senior team members typically have deeper industry knowledge attributable to their work experience, whereas young new joiners may be savvier and more proficient with latest technological initiatives and toolset, despite lacking experience. Both groups value-add to the teams and firm in their own ways. Here, a leader can play a pivotal role in building a strong team by achieving a synergistic balance of seniors and juniors. More critically, we must help the team members respect one another’s strengths and recognize the benefits of working together as one.

There are times when we need to empower team members, especially the younger ones, so that they can play a key role alongside the seniors who can provide them the required support and guidance. One way to do this is by introducing younger team members as a core part of the team and recognise their contributions during client meetings. This will not only boost their confidence, but also allow them to see the value of their roles within the team, regardless of their age.

What do you think are some challenges that young architects may face?

Architecture is often a high-rigor and high-stress profession, but the work comes with fulfilment and satisfaction especially when the project is completed, built and enjoyed by the community. One possible challenge could be the element of time as it may take a significant time frame for young architects to see their ideas and vision come to fruition. It is key that an architect have patience, tenacity and commitment to see through the project, from the transformation of the design idea into the actual physical form over time. This may be a quality that young architects hone over time with experience, but the role that leaders can possibly play is to help ensure that their journey remains a meaningful and enriching one. Having positive experiences will reinforce their purpose, and further build character and encourage young architects to build their career in this industry for the long term.

Given the rigour of architecture, how do you support female talents who value work-life balance and family time flexibility?

From a firm’s perspective, one of the ways is to look at granting more flexibility for team members. In DP, we give members, especially mothers in our teams, more flexibility in terms of planning their work schedules. This may be in the form of granting work-from-home arrangements or simply create a culture of understanding if they need to leave work earlier to spend time with their families. Overall, for the firm’s leaders, as long as work gets done and clients’ expectations are met, empathy should be extended towards our team members. As we strive for greater work-life balance, these are aspects which are not only exclusive to female colleagues, but applicable to all employees.

What advice would you give to young female entrants in the real estate industry?

First, I will encourage them to work like a sponge; that is to learn as much as they can. Through interactions with colleagues, understand and assess what are the dos and don’ts from their experiences, especially from the seniors. In our career journeys, at times we receive critique or feedback, it is important to be receptive, take feedback in a constructive light, reflect on them and find ways to improve ourselves. I am a firm believer that a positive learning attitude will help young entrants rise to greater heights in their career.

Next, have an open mind. Many times, I hear younger team members coming in with an expectation of a “perfect” workplace. In reality, that is hard to find. Instead, stay open and adaptable, share thoughts earnestly and respectfully so as to find ways to positively contribute to a project, the team, clients and/or the firm, as it may open more opportunities for them. This mindset also enhances the earlier point on positivity; that it often accelerates the young entrants’ learning, build their confidence and invite more positive influence from team leads and clients.

Last, I will advise them to stay committed and connected, especially with their team mates and partners. Particularly relevant in our industry, it is key that we build strong connections, teamwork and trust. Robust partnerships and authentic friendships will bring them a long way.

I would like to add that they should not let gender or the idea of traditional gender roles define or limit them. What I’ve shared applies to both male and female entrants. As long as they are committed and do their best in their pursuit of their dreams, their effort will certainly pay off in rewarding ways.