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For me, university was about finding the confidence to explore creativity, the notion
of self, and determining my own measurements of expectation. Last year I wrote an
article entitled 10 things you dont get taught in architecture school, which provid-
ed advice on how to succeed in an academic setting. Having now graduated, the fol-
lowing article is reflective of my first 2 years working full time in architecture.
Essential to the journey of finding my current job, I have initiated substantial life
changes that include establishing a career strategy, reevaluating how I position my-
self in the field of architecture, and questioning who I am as an individual and what I
want to contribute to the profession.
After the break, the 10 things most responsible for my obtaining a job in architec-
ture
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Jim Rohn, was an author and motivational speaker who famously said, You are the
average of the five people you spend the most time with. (1) I have always found
this idea incredibly fascinating. In the scientific study, Nonconscious Mimicry: Its
Ubiquity, Importance, and Functionality, authors Amy N. Dalton and Tanya L.
Chartrand suggest that humans unconsciously mimic their social surroundings. It is
undeniable, then, that your support network both near and far forms an impor-
tant component in defining not only who you are today but also how your future
ideals are shaped.
The most profound, yet simple question was put to me one morning at a cafe, by At-
lassian co-founder Scott Farquhar. As I struggled to define my purpose within the
field of architecture, he asked me, What are you solving for? as if my problem were
algebraic with a clear mathematical structure. After much deliberation and deep in-
trospection, I was able to better define my purpose (refer to no. 2, below), ultimately
establishing a set of professional values to compare potential employers against (refer
to no. 3, below).
After finishing university, I worked at a high profile international office, under ex-
treme pressure for incredibly long hours (Id often start at 8am and finish past mid-
night, as well as work on the weekends). I was investing a large portion of my energy
to satisfy the various organisational objectives, leaving me very little time to consider
what I wanted to achieve in my own career. As I continued to work under these con-
ditions I could see that the directors of the organisation were striving towards some-
thing very different to what I sought for my personal future. I am so appreciative of
this experience in my career, yet at the time, I knew I needed to explore a more per-
sonally meaningful direction in architecture.
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It was important that I take a step back and reflect upon my purpose. In The Seven
Habits of Highly Effective People, Stephen R. Covey talks about the importance of be-
ginning with the end in mind (2), by developing a personal mission statement and es-
tablishing your desired objectives.
2. Create knowledge: The notion of teaching through the environment was devel-
oped in the 1940s by Loris Malaguzzi, founder of the Reggio Emilia Approach.
Malaguzzi explains, There are three teachers of children: adults, other children,
and their physical environment, including their social surroundings (4).
4. Create with principles: Inspired by anarchist punk ethics (5), which rely on
the principles of freedom, autonomy and negation of power, I have no desire to be
another visionary architect. Architecture, to me, is grassroots, without exclusion,
open for interpretation and never dictatorial. Open for interpretation, architecture
should not be a commodity, and may be created for anyone by anyone. To expand
this thinking, I have written the article, Architecture and Anarchy.
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After identifying what I wanted to contribute to the profession, I was able to recog-
nise that my current organisation was not driven by the same values. Dissatisfied
with my current position, I found it quite straightforward to define what was missing
from my role in architecture. Having identified the above principles, I was able to re-
verse-engineer my dissatisfaction into a constructive selection of criteria to which I
could compare potential employment opportunities.
Based on my core values and purpose within the field, I developed the following cri-
teria:
a) Provide mentorship: I seek individuals who will invest their time to teach, lis-
ten and guide my direction.
e) Be a creative firm with a point of difference: I want to work for a firm that
has consistently good projects. Knowing which projects to turn down is just as im-
portant as knowing which ones to take on.
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If you want to begin the process of developing your own job selection criteria, I rec-
ommend watching these videos: Dan Pink: The Puzzle of Motivation and Drive:
The Surprising Truth About What Motivates Us, also by Dan Pink. He discusses
the three core human motivations of mastery, autonomy and purpose.
Being introverted by nature means I am often reserved and analytical. I try to achieve
a deep understanding of myself, others and the world through listening, observation
and study. In the process of finding my current job, my introverted personally often
translated into self-directed learning to continue developing, first-hand travel to con-
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I learn most effectively through reading, music, conferences and courses. Since grad-
uation, I have read broadly about architecture, business, marketing, personal devel-
opment, science and religion. If you are an architecture student you might find this
Archi-Ninja.com post helpful: List of Top 10 Architecture Books for Student Archi-
tects.
Through music, I have attained perspective and developed a set of ethics. My current
thinking has been greatly influenced by both Henry Rollins of Black Flag and Greg
Graffin of Bad Religion.
I often listen to podcasts or TED talks about the most eclectic and exciting subjects.
By doing so, I hope to broaden my knowledge and influences.
Interviews and portfolios are often impersonal, constructed as a sales pitch represent-
ing yourself as the best possible job candidate. Naturally people will hold back their
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The interview provided a forum to share my larger goals, values, weaknesses and as-
pirations. Most importantly I wanted to understand how my story fit into the larger
story of my potential employer.
I have always argued that you do not need to be serious in order to be taken seriously
and to have a meaningful agenda. Though dressing casually I have been asked and
at times told to appear like a responsible corporate employee, I have never done
so in a way that goes against who I am and how I choose to present myself. Rather
than superficially, the most compelling, influential and approachable stories are often
conveyed through the unexpected turn of intellect, energy, humor and play.
6. Make an impression
Your portfolio will be just one in a pile of hundreds, if the firm you hope to work for
has a strong reputation. Your first challenge is to establish your point of difference.
The best way to make an impression is through your credentials, however, this re-
quired me to disregard the most common (superficial) advice on How to make a
good impression.
Education aside, I have invested a considerable amount of time into attending and
speaking at conferences to build awareness and to network with potential employers.
To build my confidence, I went through a rigorous presentation training program.
This improved my ability to communicate effectively both one-on-one and to an au-
dience. I have also invested in a number of other personal projects including object
design, logo design, archi-ninja.com, writing, and curating industry exhibitions.
While developing my portfolio, I also contacted three companies outside the architec-
ture industry, including an online e-commerce store, a builder, and a model maker. I
used this time as an opportunity to see how my education in architecture could be
applied to other industries and to establish whether architecture was the right direc-
tion for me at the time. Having allowed myself to step away from the industry, I was
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able to look into the profession as an outsider and to truly evaluate what it was that I
wanted from it.
I spent about four weeks designing and distributing my portfolio. I wanted to be con-
fident that in a pile of other portfolios mine would stand out. I considered the size,
shape and how the user would navigate through the content. Most candidates email
electronic copies and this may not be seen by the right person. I considered having
my portfolios delivered by a ninja but instead went with a courier, still making sure it
was received by the right person.
I sent my portfolio to many companies, even if they were not hiring. The goal was to
have coffee with as many potential employers as possible. I sought to make the most
of their time: visiting their offices, flying interstate, or talking via video chat. Gaining
greater exposure to the different types of interview styles allowed me to be more
comfortable when it came to the one I really wanted.
When I lived in Sydney, I sought to pivot the direction of my career into residential
architecture, however, I felt that a few firms located in Melbourne were better suited
to the direction that I wanted to move in. Melbourne better accommodates younger,
creative firms to explore residential, shop, caf and bar projects. Sydney is well
known for its tourism potential and urban interface via the Sydney Opera House and
the Sydney Harbour Bridge. Melbourne, by contrast, is characterised by deep layers
of vibrant, urban culture. It is within the latter context that I am most at ease and in-
spired.
Few things in life are permanent and when making the decision to move interstate, I
weighed up the positives and negatives. At times confronting, the move pushed me
far outside of my comfort zone as my entire support network was back in Sydney.
My existing network is incredibly strong and I am in contact with them daily while at
the same time I focus on building new support pillars in Melbourne. During the tran-
sition I also reflected upon the story of who I am as projected by other people, mov-
ing to Melbourne and re-evaluating what I wanted from my career is largely in-part
about defining that story to be more accurate.
It is important to aspire for new influences, mentors, and challenges. We are crea-
tures of habit and so we easily fall into routines that make us complacent and near-
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sighted routines that muffle our critical eye. By uprooting my life to a new, per-
haps more suitable city for emerging and experimental architects, I welcomed anoth-
er round of self-reflection, redress, and redefining of my career goals.
During university, I invested my energy into finding a company that had the ability
to support me during my education. Working on exciting projecting, I was surround-
ed by great friends, teachers and mentors. It was only after leaving my first post-uni-
versity job that I was able to step back to reflect upon my value contribution.
I believe the most important thing is to set your own benchmark for success, a mark-
er that will often be higher than the expectations of those around you. At the time of
selecting a firm post-graduation, I did not seek my dream job, for I had very little
knowledge of the industry and what being an architect in a practical sense actually
entailed on a day-to-day basis. My focus, rather, was to find the right value fit.
When looking for a firm, spend time to evaluate your relevant, unique and com-
pelling value contribution. The next step is to find a firm that fits what you are look-
ing for; a firm that understands your contribution and will in return gain value from
what you can offer to them.
Many organisations have a nice sounding value statement: Enron, whose leaders
went to jail for fraud, displayed their values of integrity, communication, respect
and excellence in their building lobby. By contrast, I believe true company values
are shown by action: Who receives respect within the company? Who is promoted or
let go? Seek out these inquiries and make note of these individuals as representatives
of the companys behavior and valued skills.
Many students or recent graduates undervalue their position in the industry by vol-
untarily working overtime hours or offering their services for free, in turn creating
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unhealthy culture and expectations within the industry. Social theorist Slavoj
iek argues that modern organisations fabricate a culture to empower the employer
while denying the employee the right to vocalize and protest dissatisfaction. These
organisations are devaluing the profession, creating an environment that is difficult
to resource or manage without relying on cheap (or free) labour.
Understand that your career is only one component of what defines you, and its the
remainder of that definition that provides the capacity for you to uniquely contribute
to your job. The most important thing for me as a recent graduate was to find a good
work-life balance.
My own imbalanced life was isolating potential opportunities, both personal and pro-
fessional. Working extreme overtime was mentally and physically exhausting. It was
debilitating to my creative production, my ability to look at my work critically, and to
my social stamina. It is alarming to learn that overworked, low-rung employees (and
even unpaid interns) are rampant throughout the architecture world. How can we,
as architects, assume responsibility for resolving fragile social, urban, and environ-
mental issues if our workforce is performing out of desperation and without a clear
perspective on both their professional work and their personal relationships?
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greater pleasure in life. New opportunities have begun to create a meaningful life-
balance, allowing me to bring more energy and focus into the office and to better con-
tribute through my unique experiences beyond nine-to-five.
The corporate world is directed towards keeping employees in their current roles
rather than matching the individual with their ideal role. I realised that I needed to
take ownership over my own role. When interviewing I was very clear about what I
needed from the office including what I was willing to take on.
Staying in the wrong role can have a negative impact on your confidence. We tend to
internalize the false-expectations of others. It is important, especially as a recent-grad-
uate, to present yourself as you are: with minimal professional experience (which is
gained naturally with time and effort), but also an individual with innovative ideas
and technical abilities that are unique. No employer should expect you to know how
to seamlessly project-manage the entire process of building right out of university.
Your employer should manage their expectations to suit. In turn, you should offer
your fresh perspective and technical agency in exchange for their experience, mentor-
ship and guidance.
I have always been a long term employee, and so leaving the organisation that fos-
tered my growth was no easy decision. Make sure you leave an organisation for the
right reasons (6). Look for the signs that your job is no longer in line with your per-
sonal goals, or that perhaps the position is not in line with your skill level or skill set.
Leonard Schlesinger, in his book, Just Start: Take Action, Embrace Uncertainty, Cre-
ate the Future, establishes a series of questions to ask yourself when you are consider-
ing leaving your job, and also to recognise the difference between ordinary, occasion-
al dissatisfaction and a genuine mismatch.
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ney. This experience has been one of the most rewarding and gratifying successes in
my life.
This article comes courtesy of Linda Bennett, the founder of Archi-Ninja, a site that discusses
and critiques current Architectural projects and ideas Ninja style!
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