One of the most valuable aspects of earning the CDFO (Certificate in Design Firm Operations) is the way it connects leadership theory to practical application in the A/E industry. The CDFO isn’t just another credential — it’s a roadmap for understanding how operations, finance, people, and leadership all intersect to strengthen a firm.

John Maxwell’s 21 Irrefutable Laws of Leadership makes one thing crystal clear: leadership is influence, nothing more, nothing less. Titles, job descriptions, or authority might get short-term compliance, but they don’t inspire long-term loyalty or commitment. Authentic leadership happens when people choose to follow you — not because they must, but because they want to.

Influence Over Authority

Think about the best leader you’ve worked with. Chances are, it wasn’t their title that inspired you. Instead, it was their ability to connect, to communicate vision, and to make you feel part of something bigger than yourself. That’s the essence of influence.

By contrast, positional authority might secure short-term results, but it often creates dependency and fear. Influence builds trust, ownership, and momentum that outlasts a single project or even a leader’s presence.

What Does Influence as a Leadership Style Look Like?

When leaders adopt influence as their style, they move away from “command and control” and lean into inspiration and collaboration. Here are a few ways it shows up:

• Integrity and Character – People follow leaders they believe in.
• Relationships and Trust – Influence grows out of genuine connection, not transactions.
• Knowledge and Credibility – Expertise creates confidence in decision-making.
• Vision and Communication – A compelling “why” inspires others to commit.
• Consistency in Actions – Influence is earned every day, not in a single moment.

Real-World A/E Examples of Influence in Action

Influence isn’t reserved for the CEO or principal. It shows up across our firms in roles that, at first glance, might not look like “leadership” positions — but the impact is undeniable.

• The Controller Who Shapes Strategy
  Even without being in a line position, a Controller with deep financial expertise can influence executive leadership. By identifying trends such as increases in chargeability or a decline in project multipliers, the Controller provides insights that directly impact decisions on staffing, pricing, and project delivery. Their credibility makes them a trusted advisor, and their influence extends beyond the accounting department to the entire firm’s bottom line.
• The Operations Professional Who Understands Contracts
  An operations person who knows the ins and outs of contract language may not sign agreements, but their guidance helps project managers avoid pitfalls. By highlighting scope risks, billing terms, or liability concerns, they influence project setup and execution, saving the firm from costly missteps and strengthening client relationships.
• The PMA Who Masters Scheduling
  A Project Management Assistant (PMA) who truly understands scheduling can anticipate resource conflicts before they become roadblocks. By providing clear, data-driven recommendations, they influence how project managers allocate people, prioritize tasks, and meet deadlines. Their influence ensures smoother delivery and greater client satisfaction — all without holding the official title of “project manager.”

These examples show that leadership through influence is alive across every discipline of an A/E firm. Expertise, credibility, and a willingness to share knowledge give professionals the ability to shape outcomes and elevate the entire organization.

Influence Creates Multipliers

The real power of influence is its ripple effect. A leader who models integrity, shares knowledge, and invests in people creates followers who in turn become leaders themselves. Influence multiplies through culture — shaping the way people treat each other, solve problems, and pursue goals long after the leader steps aside.

Practicing Influence Every Day

Leaders don’t wake up one morning suddenly influential. It’s a daily choice, built over time. Some practical steps:

• Listen more than you talk. Influence starts with understanding.
• Give credit generously. Recognition builds trust and loyalty.
• Mentor and empower. Help others succeed, and your influence grows naturally.
• Stay consistent. People respect what they can predict and rely on.

Final Thought

Influence isn’t just one aspect of leadership — it’s the essence of leadership. Authority may move people’s hands, but influence moves their hearts. And when hearts are engaged, results follow.

Leadership isn’t about the position you hold; it’s about the difference you make. Influence isn’t a tool in the leader’s toolkit — it is the toolkit.

If you’re ready to strengthen your leadership and influence in the A/E industry, the next step is clear: pursue the CDFO certification. It’s more than a credential — it’s an investment in yourself, your career, and the success of your firm.  

Apply for the CDFO today and take the next step in your leadership journey.

Where do you have the most opportunity to lead through influence in your current role? Share in the comments below how you’re applying (or plan to apply) this kind of leadership in your daily work. 

SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA recommends that the reader consult the appropriate legal, financial, or human resource counsel before implementing the information contained herein.

For nearly three decades, SDA New York Chapter member Ross Arnel has exemplified the spirit of community and collaboration that defines the Society for Design Administration. This year, his exceptional commitment was recognized nationally when he received the SDA Star Award, an honor presented by each chapter to celebrate members whose dedication, service, and leadership shine brightly across the organization.

When it comes to strengthening the SDA network, Ross’s name is synonymous with generosity and engagement. As founder and president of Arnel Associates, an insurance benefits consulting firm serving architecture, engineering, and construction professionals, Ross has shared his 35-plus years of expertise with SDA members, guiding firms and individuals through complex questions about coverage, employee assistance programs, and Medicare supplements. But it’s his enduring involvement—not just his professional insight—that has made him such an integral part of SDA New York’s success.

A member since 1997, Ross has contributed tirelessly through his roles on both the Programs and Membership Committees, including multiple years as Programs Chair. His leadership helped bring valuable learning and networking opportunities to members, and his firm has been a longtime chapter sponsor, supporting SDA events that foster connection and professional growth. Whether coordinating programs, mentoring new members, or simply showing up—Ross is known for being there. He attends the majority of SDA New York events and is often one of the first to volunteer when help is needed.

Those who know Ross describe him as an enthusiastic ambassador for SDA, always encouraging others to get involved. He often shares how he has witnessed firsthand the personal and professional growth members achieve through active participation in SDA—a message he continues to champion with warmth and authenticity.

Ross’s recognition with the Star Award is not only a celebration of his individual contributions but also a reflection of the strong community he’s helped nurture. His commitment to service, education, and camaraderie embodies the very best of SDA.

“SDA New York congratulates Ross Arnel on this well-deserved honor. His years of dedication and support have strengthened both the New York Chapter and our broader professional community. Members like Ross inspire others to lead, contribute, and continue advancing the mission of SDA.”

Congratulations to Ross Arnel, recipient of the SDA Star Award from the New York Chapter—and a shining example of what it means to lead by giving back.

Hiring can be complicated.  Pressure to fill an immediate need, coupled with the necessity of finding the right fit for your firm, is an exercise that balances urgency and patience.  Recruitment and talent acquisition are not the same, though they are often used interchangeably.  Recruitment is based on a reactive, immediate need. In contrast, talent acquisition is proactive: a carefully curated process that firms rely upon to find the very best fit for their teams.  In either scenario, establishing an efficient hiring process is essential to an organization’s success and future growth.

In our earlier blog, Crafting Comprehensive Job Descriptions in the AEC Industry, the importance of providing clear criteria for the role is established.  The next step is to find and hire the right candidate.  Easy right?  Not always.  Considerations include where to post your job opening, how you will collect and review resumes, establishing an interview process and identifying who will be involved, making an offer and lastly, onboarding.

Firms typically post job openings on various platforms to reach a broad audience:

• Job Boards: Popular sites like Indeed, LinkedIn, and Glassdoor.
• Company Websites: Many firms have a dedicated careers page.
• Social media: Platforms such as LinkedIn and Facebook are used to attract talent.
• Industry-Specific Sites: Niche job boards, such as SDA and Archinect, are tailored to specific industries.
• University Career Centers: For entry-level positions and internships.

Once the position has been posted, with clear criteria for the role and instructions for applying, the real work begins.

In the past, applicants could come into a place of business and drop off a resume or request a job application, whether it was solicited or otherwise.  The evolution of technology has turned that process on its head.  More firms are using Applicant Tracking System (ATS) platforms to collect resumes and cover letters.  Platforms such as Lever, Greenhouse, and Workday help collect and manage candidates once they’ve applied for a position, regardless of where it is posted.  Firms may also use online forms tied to their website or have an email submission process.  The aim is to centralize the collection of applicants.

The use of ATS platforms can give employers the ability to review applicants, coordinate with team members involved in the hiring process to communicate with one another internally and externally, and have the ability to coordinate calendars to establish availability for scheduling interviews. 

Narrowing down candidates happens at each stage of the hiring process.  Based on the criteria of the role and position requirements, resume and cover letter reviews are quick glimpses used to establish a good fit.  Things to look for include:

• Spelling errors.  If there are spelling errors, exclude them.
  • This demonstrates low attention to detail in their work.  Digital aids are available to help with spelling and grammar. 
• Frequent job changes:
  • A history of short-term positions without clear reasons is usually a red flag.  Make sure to look for stints that are two years or more at a role.  Two years is enough to see the firm through a business cycle – low and high points.  Year-long hiring is an indicator that the candidate is uncomfortable with change and may leave as soon as things get uncomfortable. This can also indicate a person who is quickly bored or lacks commitment and stability.
  • Overly vague descriptions or lack of specific details about previous roles and responsibilities.
  • Exaggerated qualifications or claims that do not match the candidate’s experience level.
• Self-employment could also be a red flag.  There is a certain cadence about being your own boss and having to make decisions about all aspects of a business.  Making that switch to work on specific aspects of a company could be a difficult switch for the candidate.  An exception could be if the applicant does not want to be a business owner anymore. 

Depending on the number of applicants, some companies use AI to review resumes ahead of a hiring manager.  An ATS system can be set up to scan resumes for specific keywords and phrases that match the job description using machine learning algorithms.  These algorithms analyze resumes to rank candidates based on their qualifications, experience, and relevance to the position.  Parameters that an AI system uses:

• Keywords: Specific terms related to the job, such as skills, certifications, and job titles.
• Experience: Relevant work history, including job roles and durations.
• Education: Degrees, certifications, and relevant coursework.
• Skills: Both hard skills and soft skills.
• Achievements: Notable accomplishments and contributions in earlier roles.

It is not a fool-proof process.  AI can disqualify applicants based on several factors:

• Lack of keywords could cause a resume to be filtered out.
• Inconsistent information in a resume can lead to it being disqualified.
• Formatting issues can make it difficult for the AI to review, and it could be rejected.

The interview process can vary from firm to firm and depend upon the role being filled.  Phone interviews are a good way to establish a quick screen of an applicant based on their resume and application information.  Phone screens allow the opportunity to ask clarifying questions and to decide if the person is right for moving on to a face-to-face interview.  Generally, phone interviews should be kept to 15 to 20 minutes in length.  Phone interviews are not a requirement for all applicants. 

Face-to-face interviews are where the decisions are made about whether an applicant will be hired.  First impressions matter.  Things to look for during the interview process:

• Did the candidate show up late, unprepared or request a reschedule? 
• Was the candidate challenging to contact to schedule an interview? 
• Does the candidate’s experience match the resume?
• Does the candidate avoid answering the questions asked during the interview process?
• Does the candidate spend time speaking poorly about their current or past employers?
• Does the candidate show unprofessional behavior? 
•  How does the candidate treat others during the interview appointment?  This could be the person who receives them for the appointment or the person who gives them a tour.
• Are the candidate’s salary expectations aligned with the market, role type and skillset being brought to the role?
• Are there indications that the candidate’s values or work style does not align with the company’s culture?

Depending on the role, candidates may take part in multiple face-to-face interviews before a decision is made.  It is important to keep communication clear throughout the hiring process about the next steps and timeline.  When a decision is made, it is important to move quickly.  Contact the candidate as soon as the decision is made to show enthusiasm and reduce the risk of losing them to another offer.  Provide a timeline for the candidate to accept or reject the offer.  The offer letter should be clear and detailed to avoid misunderstandings.  Stay in touch with the candidate during their decision period to answer any questions they may have.

Establishing an efficient hiring process is crucial for any firm’s success and growth.  By clearly defining the role, using modern technology like ATS platforms, and implementing structured interview processes, firms can effectively attract and select the best candidates.  It is essential to balance urgency with thoroughness, ensuring that each step—from job posting to the final offer—is handled with care and precision.

SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA recommends that the reader consult the appropriate legal, financial, or human resource counsel before implementing the information contained herein.