Name: Eric Corey Freed

Title: Principal, Director of Sustainability

Organisation: CannonDesign

Eric Corey Freed is an award-winning architect, 12-time author, and global speaker. In 2024, he was named the Net Zero Trailblazer for Innovation.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Eric's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

A modicum of trust is given by everyone initially, but deep trust has to be earned from colleagues, clients, and stakeholders. Being impeccable with your word helps, as well as underpromising and over-delivering. But there is also an invisible part to gaining trust simply by being authentic. I simply let my natural enthusiasm and curiosity for people show, and that goes a long way toward trust-building. Most people have an innate sense if you're being real or not.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision is clarity in bringing about the change we need. For those of us working in sustainable design, it means creating a remarkable and regenerative world for everyone. Our mission is HOW we go about delivering on that vision. My team and I are very, very clear on both our mission and the larger vision. We continually check in on this vision and revisit our strategies every year to ensure we on track to be successful.

3. How can a leader empower the people they're leading?

Empowering people involves creating an environment where trust, communication, and personal growth are prioritized. We hire great people, so let them be great. Show them the grand vision and let them devise the appropriate ways to meet that vision. Be transparent and empathetic with them so they feel their efforts are valued and how it contributes to the mission. Great people will often attract competing offers and opportunities. That is to be expected. If I've given them the right responsibilities, authority, and creative opportunities, it will be a difficult decision for them to leave. That's my job: make it such that they aren't even considering leaving! When people feel safe, they are more likely to take risks and innovate. Leaders can empower their teams by genuinely listening to their concerns, recognizing their achievements, and showing appreciation. This boosts morale and fosters a sense of belonging and loyalty. Additionally, leaders must invest in the personal and professional growth of their team members. I want my team constantly growing and thriving.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I've been s fortunate to have had some amazing mentors, and especially starting at a young age. This was critical to my success and keeping me from giving up. Here's a quick story: one of my early mentors was great at "talking through the problem." We'd sit shoulder to shoulder over a set of drawings and talk through the challenge we were trying to figure out. One of Ken's favorite sayings was, "close enough for rock-n-roll!" meaning that it doesn't need to be perfect, just enough to know that the idea can work. This empowered me to iterate ideas quickly, and to use the creative process to explore several ideas at once.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Staying focused is always a challenge. My entire team consists of enthusiastic people, so we like to say "YES!" to everything, but it really comes down to three clear questions: 1. Does this contribute to our vision? 2. Are we the ones to do it, or has someone else already figured this out? 3. Is it a "yes" or a "HELL YES"? If it's the latter, we're in.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I go through an exhaustive (but fun) goal-planning process twice a year that has evolved in my 30+ years in practice. Each goal is tied to a specific set of actions, which are made into daily and weekly habits. If I'm following my habits, I know I'm making daily progress toward my larger vision and goals. I plan my three main tasks for each day the night before, so I can wake up and hit the ground running. Tasks are scheduled like meetings, so they get done. I even designed my own custom notepads for daily and weekly task tracking.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Your inability to delegate could stem from a lack of confidence in your team, lack of clarity in the tasks, or a lack of words for how to communicate it. Delegation is key to scaling your efforts and your impact, so work at fixing the frictions that are keeping you from doing more of it. Track how many tasks you pushed off your plate as a key metric of success to help you prioritize it.