Assigning personnel to a studio can be a hit or miss affair. Despite valuable input from Human Resources and lengthy interviews by the head of AEC studios, wrongful placements can still be made. This is the story of one such challenge that became a success by having a close relationship between U.S. Operations and the client.
One of our earlier established studios had been showing excellent returns, both on delivery and quality. The client constantly praised the work and attitude of “his” team to the extent that it became noticeable it was something special.Through discussions with the head of HR and the senior leadership team, the reason became clear – the team possesses an abundance of good leaders.
The titular head of the studio was a lead architect with nine years of experience; however, he was ably assisted by an architect with more than four years on-the-job. Both were well versed in U.S. standards and requirements and both possessed extraordinary skills in team leadership. It quickly became clear that the double leadership would result in a wasted asset if not quickly resolved.
Senior leadership, with the assistance of HR, applied the Leadership Quality Test¹from Robbins Research International Inc. the assistant architect’s abilities to determine if he possessed: