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.
Managing People, Not Just the Process
Construction teams are made up of many individual people, each with different work styles, personalities, capabilities and skill sets. The project’s “collaborator in chief” is responsible for not only bringing these people together in the beginning, but understanding and adapting to these dynamics as construction stretches on to maintain a cohesive working environment. Building trust is important for effective teamwork and can be achieved through shared experiences, like offsite team-building sessions or resets during long-term projects. These activities allow team members to connect on a human level, understand the project’s bigger picture, and reinforce a culture where everyone feels supported and accountable.
Teamwork isn’t only for trades. The entire suite of project leadership has to stay engaged, signaling that the work matters – and so do the people doing it. Active leadership doesn’t mean micromanaging; it’s about being present and showing that you care – whether it’s sitting in on key meetings, addressing concerns or celebrating wins. These efforts reinforce the idea that the team is one unified organization working towards a shared goal, rather than just a group of service providers. By actively engaging and fostering a sense of belonging, leaders can help keep the team invested in the project’s success and maintain alignment with the client’s vision.
Budget, Schedule and Quality Control
Every project becomes a balancing act between budget, schedule, and quality – the three sides of “the golden triangle” of construction – which are interdependent with the team dynamic. It’s tempting to prioritize one thing over another, but doing so can lead to issues down the road. If you focus too much on cost savings, for example, you might compromise quality. Likewise, if you rush to meet a deadline, the result might suffer. The key is maintaining balance across all three points of the triangle, which requires constant attention, clear communication with stakeholders, and sometimes, difficult conversations about where adjustments are needed.
The cohesion of the team plays a role in both how the balance is lost and achieving equilibrium again. Good communication is the foundation of every successful project and the best way to prevent the triangle from getting off-kilter. Keeping people in the loop is one thing; making everyone feel comfortable enough to raise concerns, ask questions and contribute ideas is another. Without consistent, clear communication, misunderstandings can quickly lead to delays, budget overruns and compromised quality.
Project managers should make it a priority to establish regular check-ins and open lines of communication between all team members. These opportunities allow the team to stay aligned and address potential roadblocks before they escalate. It’s also important to tailor communication to the client’s preferences. In some cases, this could mean adopting their internal tools or processes, and doing so helps strengthen the connection between the external team and the client’s internal staff.
A Collaborative Culture
At its core, successful project management is about fostering a collaborative culture. Teams work best when they feel a shared sense of responsibility. This mindset shifts the focus from “just getting it done” to delivering results that truly add value for the client. When everyone is invested in the outcome and working toward that one common goal, the project is stronger for it.
This collaborative approach is what sets a great project apart. By taking the time to understand the client’s brand, objectives and challenges, the team can most effectively drive the project forward and build lasting relationships – not just providing a service but making an impact.
