Above all else, Architects want to be able to tackle intellectually interesting work with minimal outside interference, no more, no less. Time-consuming management techniques like trust-building getaways, progress meetings, and drawn-out, sandwiched criticisms are only going to annoy Architects – all they need, be they subordinate, colleague, or manager, is to meet their goals with the highest standard of technical excellence and to be surrounded by, if anyone at all, people who share those values.
On paper this makes them appear to be exemplary employees, and in many ways they are, but there are many personality types who will find a work (or any other) relationship with Architects extremely challenging. Architects have a fairly strict code of conduct when it comes to their work, and if they see coworkers valuing social activities and “good enough” workmanship over absolute excellence, it will be a turbulent environment. For this reason, Architects tend to prefer to work in tight, like-minded groups – a group of one, if necessary.
Architect personalities are independent people, and they quickly become frustrated if they find themselves pushed into tightly defined roles that limit their freedom. With the direction of a properly liberal manager, Architects will establish themselves in a position of expertise, completing their work not with the ambition of managerial promotion, but for its own intrinsic merit. Architects require and appreciate firm, logical managers who are able to direct efforts with competence, deliver criticism when necessary, and back up those decisions with sound reason.
Note that it is Architects’ expectations of their managers that are being defined here, and not the other way around, as with some other personality types. Titles mean little to Architects – trust and respect are earned, and Architects expect this to be a two way street, receiving and delivering advice, criticisms and results. Architects expect their managers to be intelligent enough and strong enough to be able to handle this paradigm. A silent Architect conveys a lack of respect better than all their challenges ever will.
Active teamwork is not ideal for people with the Architect personality type. Fiercely independent and private, Architects use their nimble minds and insight to deflect personal talk, avoid workplace tension, and create situations where they aren’t slowed down by those less intelligent, less capable, or less adaptable to more efficient methods. Instead, they will likely poke fun by forcing them to read between the lines and making them deal alone with work that could have been easier if they’d only taken Architects’ suggestions.
Architects are brilliant analysts, and will likely gather a small handful of trusted colleagues to involve in their brainstorming sessions, excluding those who get too hung up on details, or who otherwise have yet to earn their respect. But more likely, Architects will simply take the initiative alone – Architects love embracing challenges and their consequent responsibilities, and their perfectionism and determination usually mean that the work comes out clean and effective, affording people with the Architect personality type the twin joys of solitude and victory.
Though they may be surprised to hear it, Architect personalities make natural leaders, and this shows in their management style. Architects value innovation and effectiveness more than just about any other quality, and they will gladly cast aside hierarchy, protocol and even their own beliefs if they are presented with rational arguments about why things should change.
Architects promote freedom and flexibility in the workplace, preferring to engage their subordinates as equals, respecting and rewarding initiative and adopting an attitude of “to the best mind go the responsibilities”, directing strategy while more capable hands manage the day-to-day tactics.
But this sort of freedom isn’t just granted, it’s required – those who are accustomed to just being told what to do, who are unable to direct themselves and challenge existing notions, will have a hard time meeting Architects’ extremely high standards. Efficiency and results are king to Architect personalities, and behaviors that undermine these conditions are quashed mercilessly. If subordinates try to compensate for their weakness in these areas by trying to build a social relationship with their Architect managers, on their heads be it – office gossip and schmoozing are not the way into Architects’ hearts – only bold competence will do.