This is Life of an Architect, a podcast dedicated to all things architecture with a little bit of life thrown in for balance.
We’ve all had days where the drawing set grows by thirty pages and the inbox doubles before noon. A consultant goes silent, a client changes their mind, and just when the printer jams, someone asks if you’ve “had a chance to think big.” The pace is relentless, the roles are blurred, and the weight of expectations never really lets up. Some of it is systemic. Some of it is self-imposed. But all of it demands more from architects than the job description ever promised. Today, Andrew and I are unpacking the stress points, the structural cracks, and the deeply human experience of navigating them. Welcome to Ep 178: Under Pressure
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This was an interesting topic to prepare for – mostly because like all of the posts I write, or topics Andrew and I discuss, we ultimately want them to be of some value. While it might be fun for some people to listen to us come onto the show and complain about things for an hour, I’m not sure my partners would appreciate it. So here we are, trying to discuss a topic titled “Under Pressure” and have it NOT devolve into a therapy session.
Andrew had this topic on his list and as I was working through topic ideas, the title is evocative. Now that my curiosity was piqued, I started going back through old blog posts and podcast episode to see if I could find a handful of items we had previously discussed that would help provide some structure to our conversation today.
1. The Expectation for Instant Results jump to 05:07
The pace of architectural production has sped up—clients expect renderings in days, permit sets in weeks. The design process, once iterative and reflective, now must deliver answers at the speed of email.
There are a lot of different kinds of pressure in this profession, and over time, most of us come to know them well. Some are situational—deadlines, clients, budgets. Others are structural—shifting expectations, evolving roles, and an industry that sometimes feels like it’s changing faster than we can keep up. One of the clearest pressures we face today is the expectation for instant results. Clients, consultants, and even team members are conditioned by technology to expect immediate answers. The result is a process that often skips over reflection in favor of speed. The time it takes to think deeply, test ideas, or simply pause and consider—all of that gets compressed. It’s not that we don’t want to be responsive, but the design process was never meant to move at the speed of text messages.
There’s also an emotional cost to this kind of urgency. There’s a quiet anxiety in always feeling behind, like no matter how fast you move, it’s never quite fast enough. It’s especially difficult in architecture, where the best ideas don’t always show up on a schedule. When everything is a rush, the design process starts to lose its richness. There’s less iteration, less time for feedback, and less joy in discovery. I’ve had to learn when to push back—when to explain why that extra day might lead to a better outcome. It’s not always easy, especially when it feels like everyone else is racing ahead. But sometimes, resisting that pressure is part of protecting the integrity of the work.
There is a Peter Zumthor quote I mention at the 12:45 mark that I think is particularly suitable for this bit of our conversation. Points to me for remembering that it exists, points off for me absolutely destroying in my attempts to share it. Read it down below and hopefully they next time someone asks you to work faster, you will be better prepared to articulate why things take time to make properly.
2. The Uncertainty of Artificial Intelligence jump to 13:33
Will AI replace core tasks like drafting, rendering, or even basic space planning? The ambiguity creates pressure to adopt new tools while still delivering within traditional expectations.
The uncertainty surrounding AI is another kind of pressure—subtle but pervasive. On one hand, the tools being developed are undeniably powerful, and they offer efficiencies we couldn’t have imagined a decade ago. But on the other, we don’t yet know where this is all headed. Will these tools augment what we do or replace it? There’s pressure in having to simultaneously adopt and prove relevance. It forces us to redefine what value we bring to the table—and that’s not always a comfortable conversation. It’s not just about technology; it’s about identity. And that makes it more complex than a simple question of productivity.
I’ve used AI tools, cautiously and curiously. Some are helpful—visualization, scheduling, even early-stage ideation. But I’ve also felt the quiet fear: if this tool can generate 50 options in five minutes, where does that leave the slow, thoughtful development of an idea? The pressure isn’t just about keeping up—it’s about staying ahead of something we don’t fully understand yet. For younger staff, it’s exhilarating. For those of us further along in our careers, it’s a little disorienting. We’re asked to lead the way without a clear map. And so the pressure builds—not just to integrate AI, but to prove that what we bring, as human designers, still matters.
There was a question asked we discussed in the Fall 2024 “Ask the Show” episode: Do you think architects will ever be replaced /outsourced by AI? What I find of particular interest is that it hasn’t been that long since we discussed the role of AI in our field and during that short time span, my answer has already changed.
3. Accountability Without Authority jump to 24:07
Architects are expected to lead, coordinate, and take responsibility for projects, but often without the commensurate decision-making power or legal protections, especially when working with complex delivery models like CMAR or Design-Build.
Accountability in architecture is often out of sync with authority. We’re held responsible for so much—budget overruns, missed details, coordination failures—even when those outcomes are affected by forces outside our control. The pressure comes not from being responsible, but from being responsible without the ability to make certain decisions or enforce specific standards. There have been moments when I’ve had to answer for issues that stemmed from choices made by others, simply because we’re seen as the coordinating figure. That weight is hard to carry, especially when the project’s success hinges on teamwork that isn’t always aligned.
It’s not that we don’t want the responsibility. Most architects I know take their duty to protect the health, safety, and welfare of the public seriously. But when we’re placed in roles where we’re expected to lead but not given the authority to do so effectively, the ground feels unstable. That gap – between what we’re accountable for and what we can actually control – is where a lot of stress lives. Navigating that tension requires diplomacy, clarity, and an ability to speak up when necessary, even if the conversation is uncomfortable.
4. The Challenge of Mentorship jump to 26:38
As a principal, the responsibility to train and develop staff often competes with project deadlines. There’s pressure to be available and patient while also pushing toward profitability and efficiency.
Mentorship brings a different kind of challenge. As a principal, I care deeply about helping younger staff develop. But it’s a balancing act. Between client meetings, deadlines, and administrative responsibilities, finding uninterrupted time to mentor can feel almost impossible. And yet, it’s critical. The future of the firm depends on it. The pressure here is about being present—not just physically, but mentally and emotionally—when time and energy are already stretched thin. I often worry that a missed moment now could affect someone’s trajectory in ways I’ll never fully see.
There’s also a generational difference in expectations. Younger designers are often looking for more immediate feedback and clearer growth paths. That’s not a bad thing, but it adds to the complexity. Mentorship isn’t about giving people answers—it’s about helping them learn how to find their own. That takes time, consistency, and a real investment of energy. And in a world where everything else feels urgent, carving out space for mentorship is one of the most intentional—and rewarding—things I try to do.
additional reading:
5. Preserving Design Integrity jump to 30:28
There’s constant pressure to deliver beautiful, thoughtful design under intense cost constraints—especially as clients value speed and savings over long-term impact.
Design integrity is something most architects hold close, and preserving it can be a quiet but persistent pressure. Every project comes with financial constraints, and those often chip away at ideas that felt essential in the early stages. I’ve sat in countless meetings where thoughtful decisions were compromised—not because they lacked value, but because the cost became too great. The pressure comes from wanting to stand firm on principles while still being practical. It’s not always about winning every design battle; sometimes, it’s about choosing the right ones to fight.
That’s not defeatism—it’s strategy. Some ideas are worth defending at all costs. Others, you have to let go for the greater good of the project. The challenge is in knowing which is which. And that knowledge doesn’t come from a spreadsheet or a textbook. It comes from experience, from watching things go wrong and right, and from learning when to push and when to yield. But make no mistake—every concession, no matter how small, weighs on you. The work may still be good, even excellent. But there’s always that quiet voice asking: what could it have been?
6. Ensuring Future Relevance jump to 34:58
Whether it’s market sector expansion, technological innovation, or generational transition, leaders feel pressure to define and evolve the firm’s identity without losing what made it successful in the first place.
Ensuring the future relevance of the firm is one of the most strategic and personal pressures I feel. Markets shift, tools evolve, and client expectations continue to change. We have to look forward, not just react. That means making decisions today that might not pay off for years. It’s a challenge to stay focused on long-term goals when daily demands are so immediate. But if we don’t actively shape our direction, we risk becoming outdated. The pressure is in the responsibility—guiding the firm toward what it could become without losing sight of what it already is.
Some days that looks like investing in a new sector. Other days, it’s rethinking how we talk about our work. What’s consistent is the demand to stay aware—of what’s happening around us, what’s coming next, and what it means for our team and clients. There’s no road map, and no two firms are alike. But the risk of not adapting is real. In a profession as dynamic as ours, relevance isn’t something you can assume. It’s something you have to earn—again and again.
7. Client Demands vs. Team Wellbeing jump to 40:14
Principals often find themselves in the middle—balancing demanding clients with the real human needs of their staff. Say yes to the client, and risk burnout. Say no, and risk the relationship.
Balancing client expectations with the wellbeing of the team is a constant tension. Every project involves negotiation—how much we give, when we push back, and how we manage the ripple effects. I’ve learned that saying yes to a client too often can stretch the team too far, but saying no too quickly can put relationships at risk. The pressure is in navigating those decisions in real time, knowing that either direction can carry consequences. There’s no perfect answer, just careful judgment and experience.
Over time, I’ve come to see this as one of the most important aspects of leadership. Culture isn’t just built on office outings or employee perks—it’s shaped in those moments when someone on your team feels protected, heard, and supported. Clients are important, and we go to great lengths to serve them well. But our teams are just as vital. The challenge is finding a rhythm that honors both. That often means hard conversations and setting boundaries—not because we’re rigid, but because we care about doing work that’s sustainable for everyone involved.
8. The Pressure to Be Visible jump to 43:20
There’s mounting pressure to be “visible”—posting, speaking, publishing, engaging—while still running the business. A quiet architect is now seen as a risk rather than a reliable hand.
Being visible has become an unexpected part of the job. There’s an increasing emphasis on thought leadership—speaking, posting, presenting. And while I understand the value, it’s a different kind of effort. It requires time, energy, and vulnerability. Some days I welcome it, and other days I just want to focus on the work. The pressure isn’t necessarily external—it’s the internal question of whether I’m doing enough to contribute publicly, and whether that visibility truly reflects the impact we’re making through our projects.
For me, visibility is about alignment. Are we telling a story that reflects who we really are? Are we sharing what matters to us, or just what’s trending? There’s always a temptation to perform—to chase metrics, likes, and clicks. But the kind of visibility that lasts isn’t built on performance. It’s built on substance. And that takes time. The pressure to “be out there” can’t come at the expense of depth. I’d rather write one honest post than ten strategic ones. But even then, I wonder—am I doing enough?
9. The Elusiveness of Work-Life Balance jump to 48:42
Despite increased awareness, architecture still prizes long hours and obsessive dedication. Principals are expected to model balance while quietly working 60-hour weeks.
Work-life balance remains elusive. We talk about it often, and in principle, we believe in it. But in practice, architecture is a demanding profession. There are seasons when the workload takes over, and personal boundaries are tested. I’ve stopped expecting perfect balance and started aiming for sustainability. The pressure is ongoing—not to be perfect, but to remain aware of the trade-offs and to find ways to recover when things tip too far in one direction.
Sometimes that means protecting a weekend. Other times, it means knowing when to let a few things slide. What I’ve learned is that balance isn’t about equality—it’s about attention. What needs me most right now? What can wait? It’s a constant recalibration. And while I haven’t found a formula that works every time, I’ve become better at noticing the signs—when I’m too stretched, when others are. That awareness, more than any policy or schedule, is what helps keep things sustainable over time.
additional reading:
10. Crisis Management on All Fronts jump to 52:44
From sudden staff departures to economic shifts to project-specific disasters, the principal’s role often becomes a triage center
And then there’s crisis management—the daily, behind-the-scenes work of keeping everything moving. Whether it’s a team issue, a project delay, or a last-minute client request, it can feel like the role shifts from designer to stabilizer. The pressure isn’t just in solving the problem—it’s in staying calm and leading others through it. Some days, that’s the hardest part of the job.
You learn to triage. What’s urgent? What’s important? What’s noise? The skill isn’t just in knowing what to do—it’s in helping others feel supported while you do it. That takes clarity and patience, and on the tough days, a deep breath or two. The pressure of crisis management is less about the volume of problems and more about the consistency with which they arrive. It’s not one thing—it’s the relentlessness of everything. But in those moments, you also see what teams are made of. And sometimes, that’s enough to keep going.
additional reading:
Hypothetical jump to 55:59
For the hypothetical question we discussed today, passion did not figure in all that heavily and we both decided to focus on the quality of life afforded by being a professional athlete balanced against the physical demands (and therefore, the longevity of our careers).
If you could play any position in professional sports, what would it be?
We also decided to make you an all-star caliber player. Andrew decided to choose European Football and would be a striker, and since I am left-handed and my tip-to-tip wingspan is around 6′-7″, I decided to go Major League Baseball and I’m feeling that even as a lower-tier all-star, I would be golden. I can also say that Andrew and I both did some additional research after the fact and if you are optimizing for career longevity + consistent earning potential + post-career endorsements, the choice is pretty obvious … Golf wins and it isn’t even close.
Ep 178: Under Pressure
The longer I’ve been in practice, the more I’ve realized that architecture is a profession built on responsibility, creativity, and constant recalibration. Some days the pace stretches you; other days, it’s the expectations that do it. What keeps me grounded, even though there are days when I definitely don’t feel grounded, isn’t avoiding pressure—it’s in understanding where it’s coming from and how to respond to it with intention. The pressures will always be there. What changes is how we show up to meet them.
Cheers,
