2014 a/e ProNet David W. Lakamp AIA Scholarship
Case Study Response
If circumstances project a healthy 2014 and steady growth for 2015, I feel simply sharing that information firm-wide would go a long way in rallying the troops. But for added measure, I would implement the following practices.
To search out those of my employees to bring up as future leaders, I would turn to the employees for assistance. The employees themselves, regardless of status, have formed a natural hierarchy. Certain individuals are naturally looked towards as leaders. I would utilize one-on-one interviews with individual employees to glean from their perspectives those whom they believe to be the leaders in the firm. Additionally, I do not believe that true leaders will step forward to take leadership positions, but when asked, will serve faithfully.
In order to encourage personal performance, I believe in incentivizing productive tasks and rewarding goal achievement. If there is profit to be made in the future, more will be returned to the employees whom have proven merit. In those same one-on-one interviews, we would establish meaningful goals that are customized to the individual. The goals would be quantifiable, and, if achieved, would be rewarded according to efforts.
And finally, if the current leaders of the firm are to effectively reach out and foster growth in the company, I would not simply leave that expectation to chance. It would be prudent to establish an in-house mentor program where senior employees are specifically and purposefully paired with junior employees. This mentorship pairing would establish direct relationships with whom the senior employee might share their knowledge and inspiration, and give junior members an individual to turn to for any assistance needed.