1. Situation
The need was for an Executive leadership intervention toward the end of Early Works on a Major Capital Project due to strained relationships, poor communication and lack of trust.
This breakdown led to a breakthrough when the client recognised relationships were insufficient to last the course and to meet the goals of a very ambitious, complex mega project and reached out for support to proactively reset the relationships.
We supported the team to adopt a High-Performance Projects Leadership approach and proactively developed a client-contractor ‘One Team Spirit’ with common goals that explicitly worked on:
- Internal alignment of each client and contractor team
- Alignment between client and contractor teams with a co-created shared commitment, goals, project values, and covenants to operate as one integrated team
- Establish collective project leadership approach, behaviours and desired project culture
2. Value Created
Improved day-to-day workability covering easier to co-ordinate action. In the face of prImproved day-to-day workability covering easier to co-ordinate action. In the face of problems, the group was stronger in effective open communication and able to find solutions more quickly together.
The result was outstanding performance, safety, quality, project delivery and wellbeing.
The established collaborative approach supported faster decision-making and collective support for the follow through.
The Integrated team was able to sustain the ‘One Team Spirit’ that shifted people’s experience from ‘graveyard project’ to ‘highlight of their career’
