When I started my career, federal planning was a very male-dominated field and sometimes, it can still feel that way. It has been gratifying that some of the most challenging and rewarding projects of my recent career, such as the rebuild plan for Tyndall Air Force Base and the mission-resilience based Installation Energy Plans, have had female leadership from both ArchTam and our clients sides.

The cycle of mentorship, the presence of positive role models and even the less-than-desirable role models have inspired me to create nurturing and collaborative female relationships that focus on solution-oriented strategies to succeed. It has been rewarding to work with like-minded women, inside and outside the company. Rather than simply acknowledging a glass ceiling and stopping there, I choose to encourage female colleagues, looking for direction, to focus on what they can observe and learn from all types of leaders and then …ask! I remain a firm believer in the power of asking for what you want, rather than waiting to be noticed and “given” opportunities

I try to connect like-minded female clients to one another in hopes of fostering a culture of strong female leadership within the field. At ArchTam, we are helmed and directed by strong female role models. Their passion, guidance and strong desire to collaborate has enabled our employees to see their own futures reflected in their leadership and to ask for guidance and opportunity. To help promote and expand exposure to industry role models, we need to keep investing in and encouraging our female colleagues to participate and present at industry events. The Society of Military Engineers, Federal Planners Division and Energy Exchange are examples of great organizations for young female professionals to find role models, develop relationships with peers and grow professionally.

When I reflect on the impact my role models have had on my career, I understand the value of hard work, the impact of accumulated knowledge and power of strong communication skills. In the federal planning practice, military clientele are trained to respond to authority regardless of source. I encourage all aspiring leaders to find their voice to communicate knowledgeable authority and establish leadership agnostic of race, age, gender or sex. Speak up and Ask!

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In my opinion, one of the hardest things about becoming a leader is letting go.  You spend your professional life working to become a manager with full production and financial control of your projects — a role you obtained because you know every nuance of your projects. But the catch is that you are then expected to delegate, which means trusting someone else to do it as well as you. How does that work?

The progression from working in an entry-level position to becoming an associate, senior associate, and then project manager is pretty linear. However, the jump from project manager to leader is a quantum leap because it isn’t merely a title change — it’s also a transformation in your way of thinking. However, when you let go of your own prejudices, you can truly fly.

I joined one of ArchTam’s legacy companies in 1996 with a bachelor’s degree in architecture and a master’s degree in community planning. So, what did I decide to do with that winning combination? I aspired to be an urban designer and create classic and inspiring spaces through compelling design.

At the time, however, there was an opening in the military-planning studio. The position was offered to me as an interim step until something opened up in urban design. Talk about a niche discipline! Master planning for the U.S. Department of Defense (DoD)? Never heard of it.  It isn’t covered in any coursework at university; you don’t study it in grade school alongside lessons about firefighters, doctors and teachers; and no one talks about it on TV.  Although People magazine has yet to do a spread on it, the leading professional journal for practitioners covers it under engineering. And, it is highly unlikely that you know someone who is a military master planner.

Regardless, I figured I would put in my time until my urban design position materialized. Seven years later, I was still biding my time for urban design glory, while unconsciously acquiring the language, rhythm and politics of federal DoD planning.

Then, the revelation came while I was still waiting for my big break. I had become a really good military master planner. I had great clients, a firm grasp on process and products, and was working on some really interesting projects. The work involved doing space requirements analysis, master planning, landscape design, strategic visioning and policy impacts, and infrastructure analysis in support of a company town — a military installation. Another plus was that it included urban design, and the town had weapons, planes, ships and tanks that I was able to plan for as well. That’s when I realized it was time to let go of my vision of solely focusing on urban design.

As soon as I embraced this career choice, it became a lot of fun. The universe conspired to bring compelling and innovative projects my way to manage and direct. I had ownership of my federal domain. Through a series of events, I progressed quickly to take leadership of the federal studio, which is when the other dilemma came up. I finally had control, but how was I going to let go and delegate?

And that’s the leadership dilemma that so many leaders — men and women — come to face. You are grooming your replacement even as you are still working the job. However, the smartest strategy — since you are convinced that no one person can replace you — is to assemble a team of practitioners who can support portions of your work. Leadership truly is surrounding yourself with people better than you, and if you have trained them well, they should be able to take the baton and run. It’s also possible that they might stumble, but that is part of the risk and reward of leadership.  Recognize your passion first, and then nurture it in those around you. You won’t regret it.

What do you think is the hardest thing about becoming a leader? Comment below, and be sure to use the #WomenExcel hashtag when you share this post on Twitter, Google+ or Facebook.

Komal Dewan is a principal in ArchTam’s federal planning practice and leads the company’s Los Angeles Metro federal market sector in the buildings and places group. Her passion is to be the head cheerleader for her practice. She has a travel-happy family; a very active, extended social life (with visitors who just came THIS weekend!), and vows to write the Great American Novel.

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