The Power of Responsibility

The Power of Responsibility

The difference between thriving and merely surviving in the AE industry often hinges on a single, crucial factor: how leaders perceive and respond to challenges. It’s the difference between accepting responsibility for outcomes versus blaming external forces when things go wrong. This contrast in leadership mindset is deeply rooted in the psychological concept of “locus of control”—the extent to which individuals believe they have control over the events affecting them.

To explore this concept, let’s delve into the stories of two fictitious AE firms—Visionary Designs Ltd. and Cornerstone & Linchpin Engineering Associates—each led by a principal with a vastly different approach to leadership and responsibility.

Case #1: Visionary Designs Ltd. and the Power of Ownership and Accountability

• Visionary Design’s background: Visionary Designs Ltd., based in Seattle, is an innovative architectural firm known for its cutting-edge, sustainable designs. The firm has been in business for over two decades, and its president, Amanda Reyes, has been at the helm for the past six years. Amanda’s leadership has transformed the company from a small, struggling practice into a major player in the industry.
• Amanda’s internal locus of control: Amanda is a leader who believes that she—and she alone—is responsible for the firm’s success or failure. This belief in her ability to influence outcomes is the hallmark of an internal locus of control. Amanda doesn’t just accept challenges; she embraces them, viewing obstacles as opportunities to learn, grow, and improve.
• Client relationships: When a major client expressed dissatisfaction with a project’s progress, Amanda didn’t deflect blame or make excuses. Instead, she took immediate action. She personally met with the client to understand their concerns and took full responsibility for the delays. “This is on me,” she told the client. “We’re going to make it right.” Amanda then worked closely with her team to overhaul the project schedule, reallocate resources, and ensure that the client’s needs were met. Her willingness to accept responsibility and her proactive approach not only salvaged the relationship, but also deepened the client’s trust in the firm.
• Process improvement: Amanda is always on the lookout for ways to improve the firm’s processes. She doesn’t wait for problems to arise; she anticipates them. When a series of projects started running over budget, Amanda didn’t point fingers at the project managers or the accounting team. Instead, she initiated a comprehensive review of the firm’s budgeting and project management practices. She involved the entire team in brainstorming solutions and implemented new protocols that streamlined workflows and improved financial oversight. Amanda’s approach is simple: If something isn’t working, it’s her responsibility to fix it.
• Team development: Amanda understands that the firm’s success is tied to the growth and development of her team. She takes an active role in mentoring younger architects and engineers, helping them navigate their careers and develop their skills. When a promising architect was struggling to meet deadlines, Amanda didn’t criticize or punish him. Instead, she took the time to understand the root cause of the issue—time management—and worked with him to develop better strategies. As a result, the architect not only improved his performance but also gained confidence and loyalty to the firm.
• Financial performance: Under Amanda’s leadership, Visionary Designs has experienced consistent growth, even in challenging economic times. Amanda’s internal locus of control drives her to seek out opportunities for improvement, whether it’s by expanding into new markets, adopting innovative technologies, or refining the firm’s business strategies. She knows that the firm’s success isn’t just about external conditions; it’s about how she and her team respond to those conditions. Amanda’s belief in her ability to shape the firm’s destiny has led to a steady increase in both revenue and profitability.

Case #2: Cornerstone & Linchpin Engineering Associates and the Cost of Blame and Avoidance

• The firm’s background: Cornerstone & Linchpin Engineering Associates, located in Boston, is a once-prominent engineering firm that has fallen on hard times. The firm’s CEO, Larry Lawson, took over leadership eight years ago following the retirement of the company’s founder. Unfortunately, under Larry’s watch, the firm has seen a steady decline in both its reputation and financial performance.
• Larry’s external locus of control: Larry is the kind of leader who believes that most of what happens is beyond his control. He has an external locus of control, meaning he attributes the firm’s challenges to outside forces—market conditions, difficult clients, or even bad luck—rather than taking personal responsibility. When things go wrong, Larry is quick to point the finger at others, never considering that his own actions or decisions might be part of the problem.
• Client relationships: When a long-time client decided to take their business elsewhere after a series of project mishaps, Larry didn’t ask himself what he could have done differently. Instead, he blamed the client for being “unreasonable” and the project managers for not keeping things on track. “What can you do?” he shrugged during a staff meeting. “Some clients are just impossible to please.” This attitude not only failed to address the underlying issues but also demoralized his team, who felt unsupported and unappreciated. As a result, more clients began to drift away, further eroding the firm’s reputation.
• Process improvement: Cornerstone & Linchpin Engineering’s processes are outdated and inefficient, but rather than taking steps to improve them, Larry blames external factors. When projects started running over budget and behind schedule, Larry’s response was to complain about the economy and rising material costs. He never considered that the firm’s own project management practices might be part of the problem. Instead of initiating a review or seeking solutions, Larry doubled down on his belief that the firm’s challenges were simply a result of bad luck and external pressures. This refusal to take responsibility for internal issues has led to a culture of complacency, where problems are tolerated rather than solved.
• Team development: Larry’s external locus of control also manifests in how he manages his team. When employees underperform, Larry is quick to blame them for not being up to the task rather than considering whether he has provided the right support, training, or resources. He avoids difficult conversations and rarely offers constructive feedback, preferring to let problems fester until they become crises. His stance on these matters has resulted in high turnover, with talented employees leaving the firm in search of better leadership and more supportive environments.
• Financial performance: The firm’s financial decline is a direct result of Larry’s leadership style. While revenues have stagnated, profitability has plummeted due to rising costs and the loss of key clients. Rather than taking action to turn things around, Larry blames external factors—like the competitive market or “unforeseeable circumstances.” His refusal to accept responsibility or make necessary changes has left the firm struggling to stay afloat.

Responsibility Vs. External Defeatism

Amanda’s belief in her ability to control outcomes has empowered her team to take ownership of their work and strive for excellence. She understands that while she can’t control every external factor, she can control how she and her firm respond to them. This willingness to accept full responsibility has been key to the firm’s growth and success.

On the other hand, Larry’s defeatist attitude has left his team feeling powerless and disengaged. By attributing the firm’s challenges to external forces, he has effectively abdicated his responsibility as a leader. This external defeatism has demoralized his team and driven the firm into a downward spiral.

What mindset do you foster in your firm?

Want to talk? Call Mark Goodale at 508.254.3914 or email [email protected].