Some conversations leave you feeling like you’ve been handed a torch.
In this episode of The Courage to Lead Interview Series, I sat down with Professor Anthony Burke—an architect, educator, broadcaster, and one of the most quietly influential leaders I’ve ever met. Anthony once spoke to my daughter’s Year 12 class, then went on to present to our police leadership groups for years. He also showed up—again and again—when we were trying to “crack” the homelessness challenge through smarter thinking and better collaboration.
And in this interview, you’ll hear why he keeps getting asked into rooms that matter.
Anthony Burke – A life that’s busy… because it’s built on purpose
Anthony Burke starts with what he’s doing right now—and it’s a lot: multiple TV shows across Australia and Southeast Asia, a weekly ABC Radio National program and podcast (By Design), teaching first-year architecture students at UTS, leading international study tours (Japan, Scandinavia, Egypt), and public lectures on sustainability.
But what stands out isn’t the schedule—it’s how he talks about it.
He describes walking into rooms nervous… and leaving elevated, because energy is reciprocal when you’re doing work that matters. That thread keeps returning all episode: purpose isn’t a slogan—it’s a compass.
Anthony Burke – “Leadership” isn’t a title. It’s a responsibility you step into.
Anthony Burke doesn’t wear the label “leader” comfortably. He explains his philosophy as leading from the middle: surround yourself with great people, listen hard, and take responsibility for the broader impact of what you say and do.
In a time where conversations polarise quickly, Anthony Burke frames leadership as the ability to influence beyond your immediate reach—without preaching, without finger-pointing, and without losing your humanity.
His first real leadership lesson came from watching someone hold tension—productively
Anthony Burke’s first true experience of leadership wasn’t as a kid—it was as a young man at Columbia University in New York, watching the dean, Bernard Tschumi, run a school filled with strong, opposing camps.
Anthony describes seeing “new guard vs old guard” staring each other down—yet the dean could hold both ends in balance and curate productive tension into progress.
That’s leadership many organisations need: not avoiding difference, but stewarding it.
Anthony Burke – “What’s something no one knows about you?”
We got a gem here.
Anthony Burke shares that at 17 he earned his first dan black belt after four years of training. Looking back, it wasn’t about fighting—it was about persistence, showing up, and gaining a self-confidence that helps you step into conversations without needing to dominate them.
Today, he doesn’t do taekwondo, but he trains—running and swimming—and he uses running in a fascinating way: he rehearses lectures in his head while he runs. The body moves, the mind clears, the nerves burn off, and clarity arrives.
The career lesson: go where you’re seen as a person—not a number
One of the most powerful stories is Anthony’s decision about where to do his master’s degree.
He visited London schools and felt an immediate snobbery—spoken down to, treated like a number. Then he flew to New York, walked into Columbia without an appointment, and a tutor gave him an hour and a half of time, conversation, and genuine interest.
Anthony Burke didn’t just choose a university. He chose a culture—one that invests in people.
Anthony Burke – Humility is sometimes delivered by the person who loves you most
Anthony Burke tells an “ouch, but needed” moment: early in his career he gave a welcoming speech at Berkeley—carefully scripted, over-prepared, and read word-for-word.
Afterwards, Kylie (his wife) delivered a line only a spouse can deliver:
It was dreadful. Don’t ever read a script like that again.
That feedback changed his trajectory. He rebuilt his speaking style from scratch—and the ripple effect is obvious today.
When plans don’t work out, your identity gets tested
Anthony Burke openly shares professional low points: a post-professional program that ran its course, and later, applying for dean roles—particularly one in Chicago where he could tell he wasn’t the chosen candidate the moment he walked into the final meeting.
He describes 45 minutes of polite small talk while internally recalibrating his future.
It took time—running, meditation, and reflection—to move through that disappointment. And then, unexpectedly, a new door opened: TV.
Why he got the TV role (and what leaders should learn from it)
Anthony Burke explains the chain: curating Australia’s pavilion at the Venice Architecture Biennale → global media exposure → a TEDx talk → a production company noticing him → a “screen test” in a Federation semi in Randwick.
What did the executive producer say made the difference?
Others played to the camera. Anthony talked to the person.
He didn’t lecture. He connected.
That’s a leadership masterclass in one sentence: don’t perform—relate.
Anthony Burke – Architecture is the medium. The story is always human.
One of Anthony’s most important insights: people don’t watch architecture shows for architecture.
They watch for the human story—identity, history, family, struggle, renewal, meaning.
He challenges the cultural belief that architecture equals house equals financial asset. His mission is to reframe “home” back to the personal and human: time and attention are priceless investments.
And he’s realistic: shifting that mindset is a generational project. He sees his role as helping “turn the boat” so the next generation can carry it further.
The three leadership habits Anthony Burke recommends
When I asked Anthony Burke for three themes or habits, he delivered three that belong on every leader’s wall:
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Take a leap now and then — opportunity comes to the brave, and not everything can be planned.
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Prioritise people — not “who you know” as nepotism, but as genuine connection: ask, listen, learn, be curious.
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Create space to reflect — meditation (even 10 minutes) to step out of autopilot and return with clarity.
Final reflection
This episode isn’t “about architecture.”
It’s about leadership that:
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holds tension without breaking people
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stays human in public influence
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chooses curiosity over performance
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keeps purpose as the North Star
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and builds a life through brave, values-driven decisions
Anthony Burke doesn’t chase the “leader” label.
He earns trust by how he shows up.
And that—quietly, consistently—is exactly the courage to lead.
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