Growing future industry leaders: TRCB Associate Melinda Whelan’s thoughts on mentorship for women in architecture

2 February 2022

At a recent industry networking event, an acquaintance asked if I’ve ever been mentored. Since I haven’t participated in any formal or structured mentoring programs, I said no. The incredulous look I received gave me pause for thought and I quickly reflected on my twenty-year career, fifteen of those as a Registered Architect. I pondered over the unsolicited advice received from experienced colleagues, the many (many!) red-pen drawing mark-ups and the patient explanations that accompanied them, and the therapy sessions with friends to unravel workplace challenges. I know I have benefited from all of these – and so has my career.

According to Parlour, a research-based advocacy organisation for women in Australian architecture, mentoring – both formal and informal – is ‘a critical tool for retaining women in architecture, developing their careers and assisting women returning to work after career breaks’.

Parlour Guides to Equitable Practice cite US research that suggests significant advantages for employees involved in mentoring programs. It states: ‘Both mentors and mentees were 20% more likely to receive a pay increase than those who weren’t involved. Mentees were promoted five times more often than those without a mentor, and mentors were promoted six times more often than those who didn’t formally mentor junior staff.’

My colleagues and friends who have completed formal mentoring programs describe feeling empowered in their decision-making processes and growing in professional confidence. There is certainly a place for such programs, particularly for women, in growing future industry leaders. At the same time, the benefits of incidental and informal mentoring shouldn’t be disregarded. Since Covid-19 impacted our personal and working lives in early 2020, workplaces have changed and personal connections have been disrupted. Add to that the strain of a supercharged construction industry, and professional development can be lost in the rush of deadlines and resourcing pressures.

Now more than ever, we should be taking the time to build supportive relationships with our younger, less experienced staff to provide thoughtful and honest insight into career progression, problem-solving and resolution of day-to-day work issues. The simple act of offering guidance and understanding can make a difference.

For the past few years, I have been mentoring young women within the TRCB practice – generally in their first few years out of university – in a semi-formal arrangement. Discussions often focus on navigating the challenges of the intense first couple of years after graduation, and offering moral support while reflecting on similar life experiences.

I have learnt to be honest with myself about my own career – highs and lows. In dissecting my mentees’ concerns, I have given myself space to review where I am in my profession and the direction I am moving. My own informal mentoring continues. I make sure I am open to conversations and opinions from colleagues, consultants, friends and acquaintances – also acknowledging the benefits of ‘reverse’ or ‘reciprocal’ mentoring that come from in-depth discussions with a younger architect, closing the technological gap and viewing the workplace through fresh eyes.

Informal mentorship can come from outside of architectural circles, too. The generalist nature of the profession requires an architect to acquire a broad range of knowledge and skills – often amassed from a range of sources. My own career has benefitted from ongoing relationships with cross-sector colleagues working in areas as diverse as engineering, public policy and the arts.

Parlour’s research suggests the benefits of effective mentorship extend not only to the mentees and mentors, but also to the practices that cultivate mentoring. My experience at TRCB certainly bears this out, with mentoring relationships contributing to the practice’s strong culture of collaboration and knowledge sharing. In time, these benefits can extend to the broader industry, too. Because when it comes to growing capable and diverse future industry leaders, everyone benefits.