Leadership is often viewed through a linear lens. Careers begin at or near the bottom rung of the ladder. Over time, some individuals climb to higher rungs, giving them a broader view of the world, sharper expertise, and a greater understanding of how to manage others.

But, in my experience, leadership isn’t tied to a title or tenure. We don’t wake up one day to discover we’re leaders. Instead, it’s something we practice again, and again, and again. Our instincts and know-how expand in tandem with our confidence and humility, giving us the tools to empower our colleagues and support our clients.

Leaders set the tone. We establish a structure—or a playbook—for how we, as an organization, operate. We promote teamwork and accountability, which helps our clients achieve their goals.” Crystal Burroughs

As I reflect on my more than 40 years as a professional, here are some thoughts on what it takes, and what it means, to be a leader.

Share Your Knowledge

Giving back to this industry is something for which I’m grateful. I’m a non-voting member of two American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) committees, including Standard 170, which sets national and international standards for heating, ventilations, and air-conditioning (HVAC) in the healthcare industry. I also serve as an ASHRAE instructor for the Advanced Learning Institute (ALI), teaching six-hour classes on best practices for HVAC design and operations in healthcare facilities. Additionally, I was a key contributor to the second edition of the ASHRAE HVAC Design Manual for Hospital and Clinics and will be the chief editor for the third edition of this book (2027-2028).

We have a responsibility to lead when given opportunities. Organizations, classes, and publications are critically important to the advancement of our industry, paving the way for future leaders to learn what we have shared, and then to build on what they have learned.

Delivering for the Client

Strong and steady leadership often leads to strong and steady client partnerships. There is a ripple effect when we exhibit constructive leadership attributes, and those ripples end at our clients’ doorsteps.

One of our firm’s values is perseverance, which must start at the top level of leadership. Having perseverance when we’re met with challenging situations—whether it’s operational difficulties or roadblocks on a project—helps us deliver the best solutions for our clients. When faced with the decision to sink or swim when working on delivering a project, having the courage to swim teaches us how to persevere during the time our clients need us most. Recruiting the best talent puts us in positions to solve the most challenging problems. Listening to the best ideas—regardless of where they originate—can result in great project innovations.

Leaders set the tone. We establish a structure—or a playbook—for how we, as an organization, operate. We promote teamwork and accountability, which helps our clients achieve their goals.  

Lead and Listen

Having the right people in place is key. More than that, sound leadership necessitates being open to what they have to say.

About 20 years ago, I was the engineer of record on a lab renovation/addition project at North Carolina State University. A challenge arose during the conceptual design phase, as the complex renovation piece needed a more innovative solution than first anticipated. As a result, I organized a design charette, bringing together brilliant colleagues to help illuminate the most viable way forward. I also invited a young new hire to be a fly on the wall—a great learning opportunity for a still-green mechanical engineer.

In the middle of the charette, the young engineer raised his hand and proposed a different concept for pairing the old building with the new addition. No one else had thought of it. By the end of the charette, this idea was a fundamental component of our path forward. By leading and listening, we welcomed input from someone who wasn’t supposed to fix our problem, but who nevertheless proved indispensable.

The current generation of leaders has a responsibility to educate the next generation. I embrace this not as an obligation, but rather as an opportunity. After all, our legacy is shaped in part by the impact of our successors. It is a privilege to help set them up for success.