TZL 1553 (web)

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OPINION

Building a foundation of trust

Building trust through clear communication, effective management, and personal attention is crucial for successful large-scale project teams.

I n my experience leading large-scale projects, I have found that the success of complex, multidisciplinary project teams is built on a solid foundation of trust. While it is the responsibility of leadership to continually manage the interrelated “pillars” of a project – the client’s needs, the schedule, and the overall project goals – a positive dynamic among the larger team is key to this process and delivery. To foster this environment, leadership must prioritize transparent and robust communications through the team’s structure, management tools, and collaboration.

Amy Patel, AIA, LEEP AP, WELL AP

COMMUNICATION IS KEY. To create confidence among team members from the outset of a project, it is important to establish a clear communication structure and define roles and responsibilities. Complex projects bring together many professionals with a wide range of experience levels and skills, all focused on different, interrelated tasks throughout a project’s life cycle. Managing such a team can be one of the greatest challenges for leaders, particularly in today’s industry climate where staff can be spread across various locations and time zones. Additionally, these projects have long lifespans and as a result routinely experience staff

turnover. Regular meetings keep communication channels open and motivate team members by allowing each to have a voice, ownership, and a stake in the responsibility of the project delivery. Providing sub-teams with broad access to information and resources allows them to perform effectively and to feel prepared when unexpected situations arise. Furthermore, leveraging technology and developing processes and protocols to keep information organized across multiple channels eliminates bottlenecks and stopgaps in the process.

See AMY PATEL, page 10

THE ZWEIG LETTER SEPTEMBER 16, 2024, ISSUE 1553

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