In the Australian architecture industry, Continuing Professional Development (CPD) is vital for keeping professionals up to date with evolving design methodologies, regulations, and technical innovations. However, I believe a significant gap exists in CPD offerings—training in people management. Any HR technicians in architectural practice agree?

While technical proficiency is crucial, many architects who transition into senior management roles find themselves ill-equipped to handle leadership responsibilities, team dynamics, and workplace culture.

The Technical Bias in CPD

Currently, most CPD programs focus on improving technical expertise—building codes, compliance, sustainability innovations, software, and risk management. However, as architects move into leadership roles, their success is increasingly dependent on their ability to manage teams effectively.

The National Standard of Competency for Architects (NSCA) 2021 acknowledges that architects must uphold ethical and legal obligations to colleagues, employees, and the broader community and implement ethical employment practice methods to support a productive and inclusive workplace. However, CPD offerings largely neglect these areas in favour of technical skill development, leaving many architects to “learn on the job” with varying degrees of success.

A quick scan of the Refuel CPD Library on the Australian Institute of Architects website under Practice Management and Professional Conduct will highlight the gap. And how many “lunch and learns” do we really need on using louvres to naturally ventilate the building?

The Challenge of Leadership in Architecture

Unlike corporate environments where leadership training is formalised, architecture firms often rely on an apprenticeship model, expecting emerging leaders to absorb management skills from their mentors. This can result in inconsistent leadership approaches and poor workplace cultures, with challenges such as:

• Managing and motivating diverse teams
• Navigating difficult conversations with staff
• Handling conflict resolution effectively
• Understanding employee engagement and retention
• Leading with emotional intelligence and adaptability

Without proper training in communication, collaboration, and ethical business practices, architectural firms risk high turnover, low morale, and ineffective leadership.

Performance Criteria That Support Leadership-Focused CPD

The NSCA already recognises the importance of professional skills beyond technical expertise. Several Performance Criteria directly support the need for structured CPD around leadership and management, but most do so in the context of running projects with external parties rather than managing our own teams:

• PC2: Rightly supports ethical employment practice methods, which would extend to ensuring firms create fair and supportive work environments.
• PC7: Clear and consistent communication with clients and relevant stakeholders throughout the project, but fails to mention our own team. This skills is equally essential for leadership effectiveness.
• PC22: Managing risks associated with real or perceived conflicts of interest is there in the context of projects, but is also a common leadership challenge.
• PC44: Maintaining effective and clear communication between consultants and project stakeholders to improve collaboration, but where does this also extend to employees?

These criteria highlight the responsibilities of architects which can extend beyond design and suggest that people management should be an integral part of CPD programs.

The Need for a CPD Shift

If Australian architecture is to remain competitive and sustainable, CPD must evolve to include leadership development. Practices should advocate for CPD programs that cover essential people management skills, such as:

1. Leadership and Communication Training – Helping architects become effective and empathetic leaders.
2. Performance Management and Mentorship – Providing frameworks for guiding staff development and feedback.
3. Workplace Culture and Employee Well-being – Understanding engagement, retention, and team motivation.
4. Conflict Resolution and Difficult Conversations – Equipping leaders with the skills to handle workplace disputes fairly.
5. Business and Strategic Thinking for Architects – Teaching leaders how to align people, processes, and technology.

Elevating Architecture Through Better Leadership

A great architectural practice isn’t just defined by its design output—it’s also defined by how well it supports, nurtures, and retains its people. If CPD continues to focus solely on technical development, we risk creating a cycle where leadership deficiencies persist across generations of architects.

By aligning CPD with Performance Criteria that already acknowledge the importance of leadership and communication, the profession can build a stronger, more resilient industry. Architects must push for CPD providers to integrate these crucial skills into their programs.

It’s time to stop seeing people management as an optional skill and start treating it as a core competency for every architectural leader.