2 — February 2026 — M id A tlantic Real Estate Journal
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M id A tlantic Real Estate Journal
M id A tlantic R eal E state J ournal Publisher, Conference Producer ..............Linda Christman VP, Conference Producer .............................Lea Christman Editor/Graphic Artist ......................................Karen Vachon Contributing Columnist. ..............Jackie Tammaro, Gregory Mid Atlantic R eal E state J ournal ~ Published Monthly Periodicals postage paid at Hingham, Massachusetts and additional mailing offices Postmaster send address change to: Mid Atlantic Real Estate Journal 117 HMS Halsted Dr., Hingham, MA 02043 USPS #22-358 | Vol. 38, Issue 2 Subscription rates: 1 year $99.00, 2 years $148.50, 3 years $247.50 & $4.00 single issue - plus postage
Jackie Tammaro
Why Strong Real Estate Projects Stall and How Clear Communication Gets Them Moving Again
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any well-capitalized, thoughtfully de- signed projects en-
counter resistance during entitlement, permitting, or community review phases. Zoning hurdles, evolving time- lines, political pressure, and public scrutiny can quickly complicate progress. When those moments are not man- aged with clarity and inten- tion, even strong projects can find themselves stuck. The issue is usually not oppo- sition itself. It is misalignment. In early planning stages, development teams are under- standably focused on design, financing, and approvals. Com - munication is often treated as a secondary task, something to address once plans are final - ized or issues arise. By then, expectations may already be set, and often incorrectly. Where projects lose momentum
Silence during uncertain periods can be interpreted as secrecy. Delayed responses can feel dismissive. Overly technical explanations can alienate non-industry audi- ences. These gaps create space for speculation, skepticism, and organized opposition to take hold. In many stalled projects, stakeholders are not reacting to the project itself. They are reacting to how, or whether, information was shared. The cost of reactive communication Once tension surfaces, com- munication becomes defensive by default. Developers find themselves responding rather than leading, correcting nar- ratives rather than shaping them. At that stage, every mes-
sage carries more weight, and missteps are harder to undo. Local media, regulators, and community groups often fill in - formation gaps with whatever context they can access. With- out a clear and consistent nar- rative from the project team, the loudest or most emotional voices tend to define the story. This is where good projects begin to lose credibility, not because they are flawed, but because their purpose, ben- efits, and constraints have not been clearly articulated. What proactive communication looks like in practice In complex development phases, the goal of communi- cation is not promotion. It is to keep expectations, decisions, continued on page 24
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