LeanProject

Improving Project Teams is Hard Work. Embrace It. Improving project teams is hard work because it requires a deep engagement with the fundamental acts of commitment, communication, and trust that underlie all coordinated action. Today, the world is full of promises of quick fixes and easy solutions. There are so many people who call themselves leaders or are in leadership positions who interact with their teams the same way they interact with social media—keep scrolling until something captures our attention for a brief period and then move on. We desperately need leaders who can commit to something bigger than themselves, dig into the hard work, take the time to understand the people around them, stay in the hard conversations, and not always look for quick fixes and instant gratification. Transforming how we relate to one another, making and fulfilling promises, and creating shared meaning in our work demands confronting and addressing breakdowns in trust, misalignments in our commitments, and the often unspoken moods that shape our interactions. By investing in the hard work of improving our teams, we are building the foundation for more effective collaboration, authentic trust, and, ultimately, better project outcomes. This is not work that can be done overnight, nor can it be achieved through superficial efforts and slick solutions. It requires a sustained commitment to learning, reflection, and conversations with other human beings. Honest, authentic conversations. But the rewards are profound: a project team that operates with a high degree of integrity, alignment, and shared purpose is a team that can achieve remarkable results. Let’s embrace the hard work of improving our project teams, knowing that this will lead us to success. LeanProject #LeanProject #Midion #Leadership #leanconstruction

The Dangers of Arrogant Leadership In our work on projects and within companies, I often encounter leaders who are stuck in a mood of arrogance. They may not be arrogant people, but they have a mood of arrogance toward certain subjects, people, or their work in general. Projects today are fast-paced, complex, and ever-changing, and effective, authentic leadership is needed to create the kind of project culture that leads to successful project outcomes and healthy teams. Why is a mood of arrogance in our project leaders so devastating to project outcomes? A leader stuck in an arrogant mood believes they know best, stifling open communication and collaboration. This can lead to a work environment where team members feel undervalued and hesitant to share ideas. As a result, we cannot realize all the benefits of a collaborative and diverse team. When leaders are arrogant, they are blinded by their own perceived infallibility. They may disregard valuable input and feedback, resulting in poor decisions that could have been avoided with a more inclusive approach. This leads to disastrous project outcomes that could have been prevented through more collaborative and open conversations. Leaders in arrogant moods lack humility, which creates mistrust within teams. This leads to unmotivated team members and low productivity, and people leave projects and companies when they work for arrogant leaders. In an era where high-performing team members should be cherished, arrogant leaders drive them away. A mood of arrogance creates rigidity. Leaders who are unwilling to adapt or consider alternative viewpoints may struggle to navigate challenges and miss opportunities for innovation and growth. This limits our ability to adapt to new ideas and consider diverse viewpoints from other team members. What mood should we be in as leaders? Cultivating a mood of confidence, humility and curiosity within leaders fosters a learning culture, mutual respect, and collective success within project teams. Leaders in these moods listen well and ask questions instead of dictating actions and dominating conversations with angry rants and command-and-control behavior. Confident leaders know they can rely on their teams to help them, and they build trust with their teams by allowing others to contribute and grow. Let’s strive to lead with empathy, openness, and a genuine appreciation for the contributions of others. Our project teams depend on it. #LeanProject #Midion #leanconstruction #moods #language #leadership #communication

It was a great week in Phoenix with the Skanska team. We did a full day of Essential Conversations with a group of Skanska leaders and finished the week with two days of the Villego simulation and learning about the Last Planner System. Working with such an incredible team of dedicated and progressive leaders is always rewarding and energizing! Chad Hillard Nick Pemper Kevin Connor Michael Hawpe Melody Roberts (Maas) LeanProject Skanska #leanconstruction #lastplannersytem #essentialconveresations #languageaction

Industrial design and construction is a cornerstone of economic development, technological advancement, and societal progress worldwide. From fertilizer plants and food processing facilities to refineries and warehouses, industrial construction projects create the infrastructure that drives industries, supports communities, and fosters innovation. Industrial projects attract significant investments, driving economic growth in regions where they are developed. These projects are often located in rural areas and can revitalize local economies by generating business opportunities and enhancing the local infrastructure. At LeanProject, we have been helping owners and project teams deliver complex industrial projects all over the globe. From fertilizer plants in Brazil to food processing plants in the rural Midwest, we have the experience and the processes to help you deliver a successful project. Many industrial construction projects involve international collaboration, bringing together expertise and investment from multiple countries. These projects bring their own level of complexity, with different cultural norms, language barriers, and the challenge of maintaining a reliable supply chain in remote locations. We focus on developing leaders and practices to navigate these emerging challenges. When successful, these projects foster global partnerships and promote knowledge and technology sharing within project teams. If you are facing a challenging industrial project and want to learn more about how we can help you deliver it successfully, please get in touch with me for a conversation.

In today’s fast-paced and highly competitive project world, the concept of care often takes a backseat to other priorities like profitability, productivity, and schedule. However, projects that prioritize care—care for employees, customers, and the broader community—often find themselves not only surviving but thriving. The power of care in the project environment is a transformative force that can foster a positive culture, enhance teamwork and drive success within the project. Encouraging open and honest communication between team members fosters a culture of trust and prevents gossip from spreading. Standard team practices for delivering and listening to assessments create the foundation for openness and collaboration. Team members who feel cared for are likelier to be engaged, motivated, and loyal. A supportive project environment can reduce turnover rates and boost productivity, as people in expansive moods are often more committed and ambitious in their roles. The power of care in projects is undeniable. By prioritizing the well-being of team members and creating expansive moods, project teams can build a community of care that extends beyond the project environment. This caring approach enhances team culture and drives successful project outcomes.  In a world where the human element is often overlooked, embracing care as a core value can set a project apart and pave the way for a brighter, more compassionate future in our industry.