Leading with Doubt as a Strength

In an industry where bold gestures and monumental visions often steal the spotlight, Sheila Maini Søgaard brings a different kind of leadership to Bjarke Ingels Group (BIG). As the company’s CEO and a partner for nearly two decades, Søgaard has helped transform the practice into a global force in architecture—without ever subscribing to the myth of the all-knowing leader.

“I embrace my weaknesses and uncertainties and use them as a superpower,” she says. “Being uncertain isn’t necessarily bad; a bit of doubt can be a great strength because it encourages you to invite other perspectives in. That ultimately leads to better decisions.”

It is an ethos rooted in openness, dialogue, and trust—a distinctly human approach that continues to shape BIG’s trajectory.

Headquarters Built by Its Own Hand

When BIG set out to create its headquarters in Copenhagen, Søgaard led the firm in designing, financing, and constructing the building. The result is a workspace that is both adaptable and deeply personal.

“Having full control over every parameter allowed us to optimise and tailor the project in the areas that mattered most to us,” she reflects. “Now, we live and operate in the building. We feel great in the space, work very efficiently, and benefit from an incredibly flexible interior.”

For Søgaard, the headquarters is more than an office. It is a daily reminder of the power of taking ownership—of dreams, risks, and outcomes.

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Explore BIG HQ, Copenhagen here

Leadership as a Meritocracy

Søgaard is clear about what good leadership means in a contemporary practice. “At BIG, it is essential that the best idea wins—not just the loudest voice or the person with the highest rank,” she explains. “That’s why we run BIG as a meritocracy, where ideas hold the power.”

To make this work, she commits herself to accessibility and active listening. Meetings, she notes, are not dictated by hierarchy but by contribution. “Good leadership fosters an environment where people genuinely want to participate, and individuals at all levels feel safe enough to share their perspectives, ideas, concerns, and solutions.”

This philosophy resonates strongly with younger generations, whose expectations of the workplace centre on involvement, meaning, and authenticity.

Four Principles of Modern Leadership

In her leadership, Søgaard draws on four guiding principles that align not just with the demands of today’s workforce but also with her own values:

1. Be yourself and bring your emotions along. “When you dare to be yourself, you create a team that feels safe to do the same.”

2. Set ambitious goals and celebrate successes. Bold targets, she insists, release energy and motivation.

3. Know your team. Recognition and accessibility, she says, are vital: “Your organisation is the best source of ideas for improvements and new opportunities.”

4. Take time to lead yourself. Reflection, focus, and continuous development are not luxuries but responsibilities of leadership.

These principles, she believes, are key to creating environments that nurture not only productivity but also loyalty and joy in the work itself.

Looking Ahead

BIG’s agenda for the coming years is expansive: sustainable urban development, coastal protection, biodiversity preservation, and the successful realisation of its many ambitious projects around the globe. Yet Søgaard is careful to emphasise that progress in architecture is measured in decades rather than seasons. “Five years may seem like a long time in many industries, but in architecture and construction, it often takes at least five years to design and complete a good building.”

This patience—paired with her willingness to embrace doubt, encourage dialogue, and empower ideas—defines her leadership. In an industry still dominated by men, Søgaard’s model stands out not for its forcefulness but its humanity.

“Ultimately,” she says, “we don’t need the all-knowing leader. We need a leader who makes it comfortable for others to participate in decision-making.”