Originally published on October 30, 2024 by Joel Brenner for NAIOP.
It took more than 3,500 workers to build the Empire State Building in the early 1930s. Nearly 100 years later, commercial construction projects still require the work of hundreds to thousands of people to complete. Depending on their size, these projects can take anywhere from six months to 10 years to deliver. Managing that volume of workers across an extended period of time is a considerable undertaking. Success doesn’t just hinge on technical expertise; each and every member of the project team must be engaged, working together toward one common goal that unites them.
Building a Team Family
Whether it’s the CEO or one of their executives from the owner’s side, the program or construction manager, project leadership has to set the tone for teamwork from the beginning. Key to this is building the entire team as an extension of the client’s organization, rather than as outside consultants or service providers. Bringing them into the client’s vision, educating them on the brand, sharing communication and accounting platforms all help to create a more seamless workflow and culture of whole-team integration. When people feel like they’re part of something bigger, they’re not just checking boxes; they’re invested in the outcome – and they know that others are, too. This sense of ownership is critical to long-term project success.
The process requires a level of humility, and not every person or company you interview is going to be able to take that step. Even if they are the most technically qualified for the job, if they can’t rally around the one-organization mentality, they’re not going to do the best work for the project. You need ambassadors, not order-takers.
