Landscape architecture and architecture, engineering and construction (AEC) firms are increasingly focused on developing future leaders while managing uncertain demand and balancing near-term business needs with long-term growth. Discussions at the 2026 ASLA Conference on Landscape Architecture in Los Angeles highlighted the importance of building leadership capabilities, strengthening business development skills and creating clearer pathways to firm ownership.
Conversations with firm leaders during the conference indicated that many businesses are maintaining current workloads while monitoring new opportunities and managing investment decisions. Uncertainty around when demand will translate into consistent project opportunities is making long-term planning more difficult.
Rather than remaining in a holding pattern, firms can use this period to strengthen internal operations and prepare employees for greater responsibility. Developing future leaders offers a way to improve organisational readiness without relying solely on an immediate increase in project activity.
Preparing the next generation of principals involves more than identifying talented designers and project managers. Future leaders also need financial literacy, people-management capabilities, emotional intelligence and the ability to build client relationships.
These themes featured in a conference session on leadership transitions involving AVEC Senior Partner Rena Klein, Jennifer L. Orr of Lionheart Places and Keiko Tsuruta Cramer of WRT. The discussion examined how changes in ownership do not automatically produce effective leadership when responsibilities, expectations and development opportunities are unclear.
Business development is another important area. Firms need to help emerging leaders identify opportunities, establish relationships and represent their organisations in the marketplace before they assume senior positions.
Professional visibility and reputation can also influence leadership development. AVEC's Xylia Buros presented a session on personal branding that explored how expertise, reputation and visibility contribute to a professional's ability to build relationships and communicate value.
For emerging principals, these capabilities can support business development by helping potential clients and industry partners understand their expertise. Developing a clear professional identity can also help employees build credibility within their firms and across the wider industry.
Professional development is a strategic investment in business continuity, not simply an employee benefit. Firms that provide structured opportunities to practise financial management, leadership and client development can better prepare employees for senior responsibilities.
As landscape architecture and other AEC businesses navigate changing market conditions, deliberate leadership development can strengthen succession planning, improve organisational adaptability and position firms to pursue opportunities when demand increases.
Source: ASLA.
