|
Rather than listen to my strategies on how to earn respect, I interviewed Yeng on how she has earned respect and career success.
LH: How did you
get involved in the field of architecture?
Y-TW: I went to school
at New York University and studied comparative
literature and art history but I grew up in a household of architects including
my father who taught architecture at Yale for over 40 years. I liked design but didn’t think seriously
about a career in architecture.
LH: When you
started your career, what were your expectations as to what it would take to be
successful?
Y-TW: I didn’t
know. I really didn’t have a plan. I answered an ad in the New York Times for a receptionist at a small architectural
firm. I was a very bad
receptionist. The office manager saw
something she respected and offered me a promotion to the job of assistant to
the partner at the firm. Even though being
an assistant wasn’t my strength, I wound up being at the company for seven
years, taking on new responsibilities and challenges working in different
departments from architectural design, to interior design to graphics and marketing.
LH: In the course
of your career, you worked at other companies and in the process moved up the
‘ladder’ to earn the title of principal at a well-respected firm. What’s your key to success?
Y-TW: I realized that
if I wanted to move forward, I had to respect myself and my contributions to
the firm’s operations. I started in this
field twenty years ago when architects were just beginning to market their
services. The role of a marketer of
professional services has been evolving until now it encompasses business
development, marketing, and public relations.
I found I was good in these areas – plus I could see the returns of my efforts
on the company’s bottom line.
LH: You said you
had to respect yourself. What does the
word respect mean to you?
Y-TW: I knew I was good
at what I was doing. I made a commitment
to the firm and to me to do the best job that I could do. I focused my energies doing what was asked of
me – and then more, specifically what wasn’t asked. I did what was needed to be done for the
project to be a success.
LH: Authenticity
and confidence are two traits of effective leaders. Which one is the more important one and why?
Y-TW: Authenticity. If you are an authentic person, you will have
the confidence to be a good leader. Those you work with – especially those who
report to you – need to feel that you are being true to yourself and to
them. You can be confident and not
authentic. True confidence evolves from
authenticity.
LH: There is a
full range of ages in the workplace now – from baby boomers to Gen X’s & Y’s. How – or do you – change your leadership
style when dealing with staff of different ages?
Y-TW: I am always
direct, clear with what is expected and how a project is to be done or a
personnel matter addressed. There are
younger people who expect a lot right away, who feel entitled to skip the
process to get to the goal. My way of
leading is to approach work thoughtfully, acting as a coach or a guide, always
keeping the big picture at the forefront without sacrificing the details, being
a role model of one who explores options. Mistakes can happen but I make sure everyone
learns from them. My role is to grow
talent and a greater understanding – and respect for – the work that we do at
my firm. Everyone makes a contribution
to a company’s success and I create an environment of inclusion where that can
happen. Everyone’s opinion has value and different points of view enrich the
working dialogue. Work/life balance is really important and I expect everyone
to both work as hard as I do in support of a common endeavor but also to
embrace life outside the workplace.
|
