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Am I Being Valuable AND Available?

I’ve previously talked about the toll of saying yes too often—how constant availability can drain your energy and distort how others see your leadership. You become relied on, but not always truly seen.

But here’s where I want to take another angle.

Because in architecture, especially now, availability still matters. Especially the higher up you go.

In a hybrid world, where flexibility is expected but visibility is still quietly rewarded, strategic availability is something worth paying attention to.

If you're not available in the right ways—through presence, responsiveness, or simply being seen—others may start to question your leadership, even when your work is solid.

So the follow-up question is: Am I being valuable AND available?

Valuable and Available Aren’t Opposites

It’s not about choosing one or the other. At mid to senior levels, the real question becomes how to balance them.

Valuable is what you bring—your insight, your strategy, your design thinking, your leadership.

Available is how others access that value—your presence, participation, and visibility.

  • If you’re highly valuable but rarely available, people might see you as distant or disengaged.

  • If you’re highly available but not focused on value, you risk being seen as helpful—but not essential.

It’s not about being everywhere. It’s about being findable, engaged, and present in the moments that matter.

Being valuable is your anchor.

But strategic availability is the amplifier.

How to Stay Valuable and Available

  • Share your schedule and working patterns—help others understand when you’re available and how to reach you. Being predictable helps others feel supported.

  • Show up at human moments—team lunches, even a quick morning hello in the studio. These informal moments signal that you're part of the team's fabric, not just behind the scenes.

  • Be responsive in the ways that matter—timely on decisions, generous with input, open to questions.

  • Make space for mentoring—even casually. Check in with juniors. Ask how something went. Let them see how you think, not just what you produce. Leadership is learned by osmosis—and you’re part of someone else’s learning curve.

  • Narrate your leadership—Don't assume people see your contribution. Share your thinking behind key decisions, your design rationale, or your approach to leading a project. This helps others learn—and strengthens your visibility as a leader.

This isn’t about hanging around for show. It’s about strategic visibility—so your leadership isn’t just felt in results, but in relationships.

PS: This article is part of an email series explaining the weekly leadership questions in the Architect’s Leadership Journal. Why I included it, and how you can think about it. You can join this email series here.