Op-ed: Career or kids? Paving the way for women—and mothers—in architecture
Last year, I had the privilege of moderating a panel on women in leadership, specifically, in architecture, design, and construction—notoriously male-dominated industries. With the goal of shedding light on the barriers facing women in these environments, the panel, organized by Gensler in collaboration with the Toronto Construction Association, also provided an opportunity for those in the audience to ask questions and network. The resulting conversation was a stark reminder that we still have a long way to go to achieve true equity in our industry.
As an architect, I know firsthand the challenges of working in this industry. To be frank, working in architecture and design is a demanding job for both men and women at any stage of their career, but women are still disproportionately impacted by unequal pay, slower rates of promotion, and poor return-to-work training post-parental leave.
As a mother, I also understand the pressures of working parents, and know that no amount of TikTok advice is a match for a toddler mid-tantrum. Juggling these two worlds can be difficult, but I truly love being both an architect and a mother. It’s a profoundly rewarding career, and while I do spend most evenings logging on to work those “invisible hours”, I love knowing my children look up to me as a woman in leadership. Not only that, but I believe I became a better leader once I had children. Be it a greater capacity for empathy, time management, or more open communication, mothers add value to the role.
As seen in the dismal drop off in women architecture graduates and those who actually become licensed to practice—only 37.9 per cent of architects in Canada are women—the visibility of women in leadership positions is key to attracting more women to the profession. Proving that women can be both architects, and parents, is especially important, as many women report feeling pressured to make the choice between having a career in architecture or having children. While these barriers are certainly not unique to architecture and design, our industry’s reputation only continues this ongoing cycle of inequity.
Since joining the industry in 2005, I’ve witnessed real change, and am heartened by the recent influx of events advocating for women in the field, especially for equal pay and diversity of thought. As I’ve witnessed, the continued dialogue of these events is crucial, as silence only begets the status quo. But while we’re moving away from the “old boys club”, we still need more women in architecture and design.
Not only are diverse organizations more successful, making the inclusion of women an economic imperative, but diverse talent also leads to greater levels of innovation. By not addressing the current barriers facing women in our industry, and striving for gender parity, the industry is hindering its ability to access the best talent and design solutions.
But gender parity isn’t about window-dressing. To ensure women stay in the industry, leaders must provide them with agency. Every closed-door meeting is either an opportunity, or just another barrier, and the entire architecture and design community—men and women—is responsible for clearing the way to better access for women.
We also cannot underestimate the importance of fostering and participating in support-based communities. While pockets of our industry still tend to view burnout as a badge of honour, creating space for women to have an open dialogue is crucial in holding the industry accountable. It’s also key to maintaining good mental health.
After taking two maternity leaves in five years, I can attest to the difficulty of returning to an office where it feels like time accelerated in your absence. Having a reliable network of colleagues and mentors, both within and outside of the industry, is critical. It’s also why we hosted our recent women in leadership event, to prove to the next generation that we are not defined by our industry’s history, and do not need to abide by the old rules.
After more than 15-years working as an architect, I still believe it to be among the “coolest” careers—there’s a reason why Seinfeld’s George Costanza selected it as his alter ego’s profession of choice. Every single day, I’m surrounded by hardworking, talented, and supportive women and mothers, both as a mentor, and as a mentee. But I’m also keenly aware that the network I’ve built over the entirety of my career was forged over shared difficulties, or experiences of prejudice. For the next generation, it’s time we do better as an industry.
Timea Jakab is a Studio Director in Gensler’s Toronto office, who brings more than 15 years of experience in professional practice. She oversees a studio of 40+ architects and designers with responsibility for projects that span large-scale master planning, complex adaptive reuse, and ground-up buildings, as well as multiple practice areas including Retail, Repositioning, and Brand Design. A registered architect in Ontario, Timea believes in and promotes a holistic design approach that considers the many opportunities in shaping a strong customer-centric experience. Using her design background, Timea pairs an understanding of human behavior with the exploration of environmental, architectural, and graphic design solutions. Her diverse design education and experience allows her to be an effective collaborator, design synthesis, and an agile leader for Gensler.
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