Issue 27 Spring 2019
The many faces of collaboration Synergies among Partnering, Design-Build, Lean and Technology
INSIDE: page 8
page 10
Best Practices
Facilitator’s Corner
Airports Hospitals Office Buildings Maintenance Facilities
TRUE PARTNERSHIPS BUILD LANDMARK PROJECTS Data Centers Courthouses Universities Hotels
Interim Facility Six Gates Mineta San Jose International Airport
Learn more at henselphelps.com
CONTENTS INTERNATIONAL PARTNERING INSTITUTE IPI is a non-profit 501(c)(3) charitable organization that is funded by our members and supporters who wish to change the culture of construction from combative to collaborative. Phone: (925) 447-9100
BOARD OF DIRECTORS
Features Spring 2019 The Many Faces of Collaboration
Ivar Satero, President of the Board, San Francisco International Airport Jim Pappas, Vice President of the Board, Hensel Phelps Construction Company David Thorman, Secretary of the Board, CA Division of the State Architect (Ret.) Len Vetrone, Treasurer of the Board, Skanska USA Pierre Bigras, PG&E Roddy Boggus, RS&H, Inc. Pat Crosby, The Crosby Group Pete Davos, DeSilva Gates Construction Larry Eisenberg, Ovus Partners 360 Rachel Falsetti, Caltrans John Fisher, WSP Michael Ghilotti, Ghilotti Bros, Inc. Richard Grabinski, Flatiron West, Inc. Randall Iwasaki, Contra Costa Trans. Authority Jeanne Kuttel, CA Dept. of Water Resources Geoff Neumayr, San Francisco International Airport Stuart Seiden, Avila & Seiden Architects Thomas Taylor, Webcor Builders Sue Dyer, OrgMetrics LLC
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Best Practices
IN THIS ISSUE
Partnering on Design-Build Projects.
4 Executive Director’s Message
12
What we’ve accomplished this past decade and where IPI is headed next
Technology Spotlight Four questions to ask before selecting the best technology for
EXECUTIVE DIRECTOR
8
Rick Mayfield
Facilitator’s Corner
your team.
Partnering and Lean —two keys to project collaboration and communication
MEMBER SERVICES COORDINATOR Lisa Mayfield
FOUNDER Sue Dyer, MBA, MIPI, MDRF
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94550 Phone: (925) 447-9100 Email: ed@partneringinstitute.org www.partneringinstitute.org
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Next Level Leadership Build high-performance teams with a balance of soft skills and “Emotional Quotient”
DESIGN/CREATIVE Michelle Vejby Email: mvejby@msn.com
COPYRIGHT Partnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Four quarterly issues are published annually. Contents copyright 2019 International Partnering Institute, all rights reserved. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.
www.partneringinstitute.org
Cover Image: SR4 Widening Segment 3B Hillcrest Ave.; 2018 IPI Sapphire Level Award Winner Owner: Contra Costa Transportation Authority Prime: Bay Cities Paving and Grading CM: S&C Engineers Partnering Facilitator: Global Leadership Alliance
Spring 2019 Partnering Magazine
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EXECUTIVE DIRECTOR’S MESSAGE
Don’t Look Back, We’re Not Going That Way
Rick Mayfield, IPI Executive Director
I
f you stop by the IPI office on any given day, you’ll likely hear discussions about Partnering. Ok, that seems obvious, but it’s often how Partnering is described that is
most interesting. In the past thirty-plus years that Partnering has been used as a process to improve project outcomes, you might have heard words like, “Kumbaya,” “Soft Skills” and “Emotional Intelligence,” but if you speak to an IPI member today, you will more likely hear words like; “Structured Process,” “Pragmatic Approach,” “Developing High-Performing Teams” and “Synergy.” As IPI celebrates its tenth annual awards ceremony on May 16th and 17th at the Hilton San Francisco Bayfront Hotel, we reflect on the progress that we have made in our mission to transform the construction industry to achieve exceptional
have adopted a formalized Partnering Program. In addition,
results through a culture of collaboration. Although soft skills
California Department of Water Resources has developed
and team-building activities, what some might call “Kumbaya,”
their Collaborative Partnering program and Collaborative
are part of culture change, it’s the more structured approach to
Partnering Field Guide following the successful repair of the
issue resolution and project team innovation that has had the
2017 Oroville Dam Spillway failure in Northern California,
biggest impact on the success of the Partnering movement.
where the project team, through Structured Collaborative Partnering was able to complete three years of work in
ittee IPI Vertical Comm
INSTITUTE (IPI) L PARTNERING 1 TION INTERNATIONA NERING SPECIFICA 2 STANDARD PART TION PARTNERING LEVEL 4 TRUC 3 PARTNERING) HORIZONTAL CONS LARGE PROJECT 4 ($25M–$250M – 5 6 AND PROCESS 7 REQUIREMENT - PARTNERING 8 DIVISION 1 9 1 - GENERAL ned to develop 10 SECTION ured process desig 11 n is to outline a struct coordination, and communication, of this specificatio aid issue 12 The purpose your project so that ering approach will e environment for 13 a collaborativ the norm. This Collaborative Partn schedule and quality. t, are 14 cooperation ts on project budge will lesson impac 15 resolution and all project rative manner with 16 ractor), all orative and coope r) works in a collab Contractor or Design/Builder (Cont specialty 17 (This Owne the Prime ing material suppliers, includ rs eers; large. and engin 18 stakeholde the community at and project architects all ies ors, agenc ntract of other iated with this 19 subco rs, representatives the contract assoc cally vendo ting , execu ltants In 20 consu business. enthusiasti will actively and is our way of doing they ering that s Partn actor agrees that 21 r agree defined here. Contr ctual control n, each stakeholde ss ficatio proce speci ering 22 ive Partn s within its contra fic in the Collaborat ctors and other entitie 23 participate make this a speci ctors, material contra ss as required. Contractor will proce 24 all sub-contra other entities in the Partnering ial suppliers, and 25 will participate tion for all sub-contractors, mater t and any other eer for this projec condi ering process tect and/or Engin 26 contractual Partn Archi the in The t. ipate partic this projec t have agreed to 27 working on engaged in this projec 28 consultants here. the Notice to 29 as defined within 30 days of project will start 30 Partnering for this ive Section 3): in borat ed Colla 31 Formal elements (defin will include these tator 32 Proceed and al Partnering Facili ssion Profe ied 33 d, IPI Certif opment of goals 1. A mutually agree er”, which includes the joint devel 34 Chart 2. A “Partnering ss 35 evaluation proce ering 3. A periodic, joint Stakeholder Partn lowest 36 , Core Team, and problems at the 4. Executive Level resolve potential to Plan 37 -up Follow 5. A Partnering 38 possible level 39 ing Plan Train ering 6 A Partn any contract 40 d here will not void ering process define ct will be preserved. 41 n in the formal Partn d by the final contra 42 Participatio and remedies define 43 part. All rights 44 45 2 - DESCRIPTION 46 SECTION 47 A. Definitions 48 Level ruction Partnering IPI Horizontal Const
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Partnering Magazine Spring 2019
More than ever before,
approximately five and a half months. And lastly, Maryland
project teams have
DOT/Maryland Aviation Administration with Baltimore
adopted Partnering as
Washington International Airport won two 2018 IPI Partnered
the way they do business.
Project of the Year awards, and now require Partnering on all
As of this printing, over
of their projects over $10 million as a result of the exceptional
20 owners throughout
outcomes of those Partnered protects.
the US have added the IPI sample partnering
Partnering and collaborative practices are also spreading
specifications to their
internationally. At Collaboration 2019 in May, we will see a
contract documents,
project from Canada submitting for an award, hear about
and according to a
the Partnering program at the Sydney Water Department in
recent report by the
Australia, and hear a presentation on the Partnering program
FHWA, twenty-seven
at the State Department’s Overseas Business Operations, where
State Departments
they’re currently working on the American Embassy, Kampala
of Transportation
in Uganda, Africa.
www.partneringinstitute.org
EXECUTIVE DIRECTOR’S MESSAGE The next ten years will be just as exciting as the last ten years have been, as we see great synergies with some of the most influential organizations representing the construction industry. The Design Build Institute of America states in its Design-Build Done RightTM Best Practices Guide. “The project team, at the outset of the project, should establish processes to facilitate timely and effective communication, collaboration and issues resolution.” The first implementation
is collaboration and the use of collaborative practices to
technique listed to further this practice is as follows: “The
deliver exceptional project outcomes.
owner and design-builder should develop and use a structured partnering process, scaled appropriately to reflect the project’s
IPI will be launching new initiatives at Collaboration 2019
size and complexity.”
to bring additional member value and increase IPI’s reach into new markets; including, a new IPI webinar series, Young
And the Lean Construction Institute states on its home page;
Professionals Program and YP Challenge at the conference,
“Lean is a better way to design and build—a comprehensive
and a new Pilot Award Program. We will provide details
system of processes and culture built on a commitment to
at the conference, as well as updates in future newsletters
collaboration and knowledge-sharing.” While each of these
and issues of Partnering Magazine, so be sure to attend
organizations has its own unique mission, a common thread
Collaboration 2019 this year, and stay connected as we start our journey together into the next decade.
Collaboration 2019
Hilton San Francisco Airport Bayfront | May 17-18, 2018
Conference • Expo • Awards Ceremony
Hilton San Francisco Airport Bayfront May 16-17, 2019
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Partnering Magazine Spring 2019
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BUILDING CALIFORNIA S I N C E 19 3 2
PAVI NG N O Rth E R N CALI F O R N IA ’ S p R E m I E R h EAv y C IvI L E N G I N E E R I N G C O NtR ACtO R
RECIpIENt OF NUmEROUS pA R t N E R I N G A w A R D S INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2018 PARTNERED PROJECT OF THE YEAR - SAPPHIRE LEVEL AWARD -
G RADI NG
OAKLAND RUNWAY 12-30 REHABILITATION SOUTH FIELD, OAKLAND INTERNATIONAL AIRPORT - RUBY LEVEL AWARDS (1) SFO TAXILANES H&M REALIGNMENT (2) SFO RUNWAY 10R-28L OVERLAY AND RECONSTRUCTION & TAXIWAYS F2 AND S PROJECT INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2017 PARTNERED PROJECT OF THE YEAR - SAPPHIRE LEVEL WILLITS BYPASS PROJECT
ROAD/ H IG HWAY INTERNATIONAL PARTNERING INSTITUTE 2016 PARTNERING CHAMPION AWARD IPI’S HIGHEST HONOR!
11555 Dublin Boulevard, P.O. Box 2909 Dublin, California 94568-2909 925-829-9220 w w w . d e s i lva g at e s . c o m Contractors License No. 704195A
DEMOLITION / EXCAVATI NG
BEST PRACTICES
The Benefits of Partnering for Design-Build Projects If the owner and design-builder begin with Partnering, their project has more of a chance to be a success.
W
e live in a time when it has
A successful design-build project
There are many benefits to partnering
never been easier to reach
requires strong collaboration between
for owners and the design-builder.
out and communicate with
the owner and design-builder, a team
Three primary benefits include:
someone. With emails and workplace
of architects, engineers and builders.
collaboration platforms, text messages,
But each respective stakeholder has its
A SINGLE VISION FOR SUCCESS
tweets and the Cloud, we have never
own priorities, goals and vision for the
A Partnering session allows the owner
had more real-time access to each other
project, and these may not initially align
and design-build team to share their
and information.
with each other.
project aspirations and challenges to collectively craft a single team vision
Just because we have all of these
But there is a path to getting all parties
to achieve mutual success. Partnering
communication resources doesn’t mean
on the same page before work progresses
session agendas and durations should
that communication has improved. In
on a design-build project: Partnering.
be tailored appropriately to the size
many cases, communication is still what
The Design-Build Institute of America
and complexity of the project.
companies and people struggle with the
(DBIA) points out in its best practices
most. This is often the case for design-
that partnering is an important aspect
To help make the most of a Partnering
build projects where success is driven
to delivering a successful design-build
session, consider hiring a Professional
by effective communication and
project. If the owner and design-builder
Facilitator. Effective Facilitators
collaboration.
begin with Partnering, their project has
will bring people together and
more of a chance to be a success.
coach them on how to improve
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Partnering Magazine Spring 2019
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their communication skills with all of the project stakeholders. One of the primary outcomes of a Partnering session is a Team Charter, which establishes mutual goals for the project and commitment from all stakeholders to strive in achieving them. At the conclusion of the session, the project stakeholders sign the Team Charter setting the course to success.
A PROCESS TO RESOLVE DISPUTES Differences of opinion and disputes may still occur during a
To that end, the professional relationships forged through the project lifecycle endure for years long after, often with personal relationships as a permanent outcome.
design-build project, even if a Partnering session was held beforehand. That’s why establishing a dispute-resolution
In closing, any kind of Partnering is better than no
plan at the Partnering session is another beneficial outcome
Partnering at all. If a formal Partnering session isn’t in
of the time invested by the project stakeholders. At the
your budget, consider an informal session—such as getting
first indication of a potential dispute, the plan is put into
everyone together for a working meal. Informally share
action, identifying who is assigned to resolve the dispute and
project visions and previous challenges—and success—
timeline to resolve it.
with resolving disputes. Even the briefest of meetings spending dedicated time together offline will help develop
There is flexibility to what this plan may look like depending
interpersonal relationships among team members.
on sizes of organizations, and a Professional Facilitator can assist. The goal should be for senior executive leadership
Consider having periodic Partnering check-in calls, perhaps
and attorneys to never have to intervene, which inevitably
after each project milestone, to keep the lines of open and
adds more time to the project.
honest communication accessible and accountable. Build
A TEAM CULTURE BASED ON RELATIONSHIPS
a Partnering session to any degree possible into your next design-build project to explore the potential of its merits.
Email and text messages have made communication more efficient than ever; however, as an industry we’ve become
Partnering is widely understood as an essential element to
reliant on the “one way and delay” methodology of sharing
project delivery, which is why three of the AEC industry’s
information. But the best written messages aren’t as
leading organizations include it as a best practice. The
effective and timely as having a conversation.
Design-Build Institute of America (DBIA), Lean Construction Institute (LCI) and International Partnering Institute (IPI)
There’s another opportunity being missed via email and text
all serve as resources assisting owners, designers and
—continuing to build the professional relationships that can
constructors on how to implement Partnering procedures.
occur when two people engage in dialogue. By going through a Partnering session, the entire design-build team interacts
With Partnering, your next design-build project may prove
with each other through simple exercises that can establish
to be your best yet.
the foundation for healthy relationships to take root. Robert R. Smedley, RS&H The chances for project success improve with early and thoughtful verbal communication, as there will be occasions when a stakeholder may need special assistance or a potential dispute is formulating. In this way, partnering should not be thought of as a single event, but rather a continuous affair that matures as the project moves through phases of design, construction and postoccupancy—the gift that keeps on giving.
www.partneringinstitute.org
Robert R. Smedley, AIA, DBIA is the DesignBuild Manager for Buildings at RS&H. He has more than 30 years of experience working on diverse projects for both public and private clients. As Design-Build Manager for the RS&H Mr. Smedley is responsible for working with Project Delivery Teams to implement best practices and techniques—enhancing the opportunity for collaboration, teamwork and likelihood of project success for all project stakeholders.
Spring 2019 Partnering Magazine
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FACILITATOR’S CORNER
Exploring the Relationship Between Partnering and Lean
L
ean Construction is focused on improving organization, efficiency and eliminating waste in the construction process. The approach utilizes a number of efficiency-increasing tools such as the “last Planner System”, 5S, value engineering, and continuous improvement to generate results. Many construction firms have
implemented “Lean” methodologies to improve schedule performance and efficiencies in the field resulting in more consistent performance and better on-time delivery. Partnering is focused on developing a collaborative relationship between the parties involved in a construction project. By engaging in a structured process to develop teamwork, trust and alignment, the parties to a project develop a culture of collaboration, increasing their chances of success. Partnering has become broadly accepted throughout the industry as a tool to reduce the likelihood and cost of conflict. This is evidenced through mandatory partnering programs throughout the industry with a variety of owner types.
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Partnering Magazine Spring 2019
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Separately, initiatives like Lean and Partnering are shaping the future of the construction industry. While both approaches have existed in various forms for many years, there have not been many explorations into how these two are related. Now that these approaches are more widely accepted throughout the industry, there are more opportunities to examine how they may complement one another and potentially improve the
improvement does not always happen
increase overall project efficiency by
effectiveness of both.
by themselves. Intentional efforts help
providing answers and guidance in
to ensure successful efforts.
“real-time.”
Best practices identified in Partnering
Opportunities to improve the
include engagement of subcontractors
effectiveness of Partnering through Lean
In assessing the similarities, both are
and trades in the partnering process. The
may be to utilize more Lean activities
focused on improving communication,
intent is to give the individuals closest
in the Partnering process. Activities
coordination and decision-making
to the work the opportunity to influence
such as continuous improvement, 5S
on a project. In the case of Lean, it
the work and coordinate directly with
methodologies and value engineering
primarily occurs through the direct
counterparts who affect each other. This
can be built into the Partnering process
coordination of the trade contractors on
activity is one of the core focuses of Lean
to give all parties to a project the
a project and identifying opportunities
in the context of the Last Planner System,
opportunity to contribute to increased
to increase efficiency. In addition,
where the trade contractors coordinate
efficiencies.
individuals closest to the work
directly with one another to sequence the
continuously evaluate potential process
work to be done.
One method of examination is to assess the similarities in approaches and results.
improvements and value engineering
Both of these improvement opportunities require the openness
Another similarity are the benefits to
of the organizations involved to
the project that can be expected through
collaborate with a “project first” mindset
In the case of Partnering, it occurs
effective implementation. In the end,
and set aside resistance to new ideas.
through the open discussions focused
both are intended to produce better
Individuals and organizations must be
on resolving challenges and disputes.
project results and reduce conflicts.
truly open to collaboration and learning.
opportunities.
Frequently, Partnering looks to improve
But then, these are at the core of both
communication and coordination at
Opportunities to improve the
multiple organizational levels; in the
effectiveness of Lean through Partnering
field, at the project management level,
may be in more purposeful engagement
Eric Sanderson, Red Rocks Advisors
and at the executive level.
by the project owner and/or engineer at
Eric Sanderson, MBA, MIPI President of Red Rocks Advisors, LLC. Based in Arizona, Eric is an Award-winning Partnering Facilitator who specializes in Wastewater, Horizontal and Vertical Construction. RedRocksAdvisors.com
the field level. Many issues addressed In both cases, direct, open and honest
by the trade contractors must be
communication is critical to the
addressed in the form of an RFI or
effectiveness of the effort. Additionally,
other mechanism for owner/engineer
both require intentional effort to
input. By direct engagement in the Last
implement effectively. Unfortunately,
Planner process or other tools of Lean,
good communication and process
an owner or engineer can dramatically
www.partneringinstitute.org
Lean and Partnering.
Spring 2019 Partnering Magazine
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TECHNOLOGY SPOTLIGHT
TECHNOLO Selecting the “Best” Technology for Your Team ONE OF THE GREATEST CHALLENGES DELIVERING LARGE CAPITAL PROJECTS IS COMMUNICATION. MISCOMMUNICATION, MISSED CONNECTIONS, OR MISUNDERSTANDING OF PROJECT DATA AND REQUIREMENTS PRODUCE BILLIONS IN PROJECT COST OVERRUNS AND SCHEDULE DELAYS EVERY YEAR.
1. “WHAT ARE THE CURRENT CHALLENGES WE EXPECT THIS TECHNOLOGY TO RESOLVE?” Statements like “Technology makes us more efficient” or “I want more access to project data” aren’t problems. Rather than viewing technology as a ‘bolt-on’ solution to existing culture and process, take a harder look at the standard project delivery requirements
IT WOULD BE IMPOSSIBLE TO RECOMMEND A SINGLE PROJECT COLLABORATION SOFTWARE THAT IS IDEAL FOR ANY SCENARIO, ESPECIALLY IN SUCH A FRAGMENTED INDUSTRY LIKE CONSTRUCTION. BEFORE INVESTING FINANCIAL AND HUMAN CAPITAL INTO OVERHAULING YOUR PROJECT ‘TECHNOLOGY STACK’, GATHER IMPACTED STAKEHOLDERS TOGETHER TO DISCUSS THESE CRUCIAL QUESTIONS AS A TEAM.
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Partnering Magazine Spring 2019
and identify where current requirements are causing more burden than benefit. Investing in digital technology and collaboration platforms today should be looked at more like a life insurance policy and less like a hot stock tip. When looking to justify new technology, fight the Return on Investment (ROI) hype by defining a separate measurement for Potential Risk Impact (PRI). While both ROI and
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However, this utopian concept of open data access is rarely— if ever—aligned with the contract deliverable standards. The best way to motivate change is through shared purpose and a culture of trust between project stakeholders. Shared purpose is driven by aligned contract incentives (Design-Build, IPD), and the culture of trust is built through the Partnering process. As project stakeholders begin to build more trusting relationships, they are more open to sharing their WIIFM (What’s in it for me?) and solving traditional process problems through collaboration.
LOGY
3. “WHAT HAPPENS IF THE IMPLEMENTATION FAILS?” Learning from failure is a core component to the innovation process. Part of the reason Construction productivity has been stagnant for the past half century has to do with an industry culture that refuses to accept any level of failure or blame, let alone learn from it. According to John Kotter International, 70% of organizational change efforts fail on their first attempt. The 30% that are successful are almost guaranteed to have been past failures. This is why dedicating a lessons learned portion to your partnering sessions is so important. Digital transformation is a mindset, not a solution. When failing on the first try, do you give up and make excuses? Or, do you
PRI calculations are theoretical, the ROI is based on an ideal state
take a step back and look for ways to learn from it? The power
which has yet to be reached. The PRI is more reliable calculation
of digital technology is not linear like mechanical technology, it’s
because it derives from historical impact data when past projects
exponential. Unlike linear change, which moves at a constant rate,
made similar mistakes. Instead of asking the question, “how much
exponential change is so slow we hardly notice it before it quickly
does it cost to implement and what’s my ROI?” we should be asking
accelerates past the linear rate of change.
“what’s my potential risk exposure if I don’t invest in the necessary technology and resources?”.
2. “WHAT PROCESS AND BEHAVIOR CHANGES ARE REQUIRED?” Technology may be the catalyst for digital transformation, but it’s only as effective as the people using it and their ability to communicate and execute consistently. Slipping a new technology or workflow requirement into a contract clause and expecting downstream design and build stakeholders to pick it up and run with it is at best naive, and at its worst, deceptive. It is very easy for new technology and data deliverable requirements to unintentionally generate more waste and error through duplicate manual data entry between stakeholder and owner systems. For well over a decade, the concept of Building Information Modeling (BIM) has promised to deliver a “single source of truth” called the Common Data Environment (CDE).
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Spring 2019 Partnering Magazine
13
TECHNOLOGY SPOTLIGHT 4. “WHEN IS IT NOT SAFE TO FAIL?” The exponential rate of change driven by digital technology allows for projects to go slower in the beginning with the intention to ‘fail fast’. Back in the real world, the majority of construction contracts still incentivize project stakeholders to “get it done” rather than “get it right,” resulting in stakeholder profits from the expense of one another. Without an alignment
early, and the partnering process promotes a safe environment for
of stakeholder incentives between contract and culture, applying
these conversations to take place.
digital technology can often backfire and turn the situation from bad to worse.
THE BENEFITS OF PARTNERING TO ALL PROJECT STAKEHOLDERES
It’s important for project teams to collaborate transparently and
During the critical project kickoff
align around a shared purpose. Shared risk and reward contracts
phase, Partnering is a great tool
like Integrated Project Delivery (IPD) provides the incentive and
to help facilitate these crucial
insurance that encourages teams to have the tough conversations
conversations between the technical and executive leaders representing each stakeholder. Partnering Facilitators are in a unique position to create the
GREAT DESIGN
cultural environments where each project stakeholder can feel like they have a voice and their perspective is considered. Before selecting a new collaboration or integration platform to
Starts with a Conversation
store your critical project data, invest the necessary time up-front to discuss these crucial questions with impacted stakeholders. Through the partnering process, project delivery teams can build a collective consensus on the ‘best’ workflow and technology solution for their given project requirements and constraints. Nathan Wood, SpectrumAEC Nathan is a global innovation influencer across the Architecture, Engineering, and Construction (AEC) industry. His experience with Virtual Design and Construction (VDC), Lean process improvement, and Integrated Project Delivery (IPD) has led him to realize how even the best technology solutions will deliver failed results when the needs of people and process are neglected. Nathan is the
rsandh.com
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Partnering Magazine Spring 2019
Chief Enabling Officer at SpectrumAEC. To contact Nathan, email Nathan@SpectrumAEC.com.
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NEXT LEVEL LEADERSHIP
Building and Retaining High-Performance Teams B
uilding and retaining high-performance teams is
the employee can complete the job. However, as you have
vital to the success of a company. While change itself
likely discovered, a degree, or experience, listed on a resume
provides opportunities to grow, it also presents various
doesn’t mean the person is all that GOOD at the job—just
challenges. The construction industry is not alone in dealing
that they meet the basic requirements.
with many of the challenges that impact other professions, but there are some unique challenges we are faced with that
Instead, perhaps we should focus on evaluating soft skills
require unique solutions.
and “Emotional Quotient,” to determine if a prospective employee possesses these skills. Even though we all know
Before we can retain rock star talent, we must attract and hire them. The good news is that many of the things your company can implement to recruit talent are the same things that will help retain them and build them into high-performing team members. Companies should be working to ensure that they are not only a place where employees want to work but a place where they want to retire.
INTERVIEWING FOR SOFT SKILLS One mistake many companies make when seeking to fill positions is to hire strictly based on “hard skills”—i.e., they have a degree or certification, a particular computer skill, or years of experience that give the impression
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Partnering Magazine Spring 2019
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“
that communication skills are the most important essential skill for employees to ensure they fit with the rest of the team, they are largely ignored during the process. This is a bigger issue than ever with the widening gap between Boomers who prefer face to face communication and Millennials who prefer communication through technology.
When things are going well in an organization run by a self-serving leader, this type of leader tends to look in the mirror, beat on their chest, and declare “Look at what I’ve accomplished.” But when things go wrong, this leader looks out the window to see who’s to blame for the failure. Servant leaders approach it differently. When things go wrong, they look in the mirror and consider what they could have done differently. When things go well, they look out the window to see who they can praise.
”
We know that it is true that people don’t leave jobs they leave bosses. The problem is that what we now define as “bad” can vary dramatically.
“When things are going well in an organization run by a self-serving leader, this type of leader tends to look
Paul Alofs, CEO of Princess Margaret Cancer Foundation,
in the mirror, beat on their chest, and declare “Look at
reveals that his strategy is to hire for attitude and aptitude
what I’ve accomplished.” But when things go wrong,
and train the individual for needed skills. Since so much of
this leader looks out the window to see who’s to blame
actually learning to do a job is on-the-job training, this may
for the failure. Servant leaders approach it differently.
not be a difficult thing to implement.
When things go wrong, they look in the mirror and
LEADERSHIP Simon Sinek said it best: “Leadership is not about being in
consider what they could have done differently. When things go well, they look out the window to see who they can praise.”
charge. Leadership is about taking care of those in your charge.” It’s important that your leaders are servant leaders
Servant leaders are the bosses that people want to work
and not just self-serving leaders.
for and want to retire with. It has also been proven that companies with servant leadership such as FedEx, Starbucks
In his book Good to Great, Jim Collins sets up an
and Southwest Airlines are not only able to retain employees,
interesting metaphor using a mirror in the corner office
but they are significantly more profitable than those that
to explain the difference between a servant leader and a
do not. Older leaders must remember that Millennials have
self-serving leader.
experienced far more praise than reprimands in their short
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Spring 2019 Partnering Magazine
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NEXT LEVEL LEADERSHIP TRADITIONALISTS
BABY BOOMERS
GENERATION X
MILLENNIALS
Feeling valued and relevant
$$MONEY$$
Flexible work schedule
To see big picture purpose in their job
Not a heavy emphasis on technology
Corner/Bigger Office
Ability to work remotely
Student loan repayment assistance
Formal recognition programs
Retirement and health plans
Lack of micromanagement
Respect (i.e. don’t belittle them because of their age)
Disability insurance
Job security
Retirement plan (they don’t expect to see social security upon retirement)
Advancement opportunity
Advancement opportunity
Health plan
Flexible time off
Paid Time Off
Healthcare
Ability to work remotely
lives, and thus having leaders that only focus on the bad and never the good can cancel out any chance of them actively engaging in their teams. After you have developed
MANAGING INDIVIDUALLY
a team of servant leaders,
Based on our research, we
you have to consider
recommend approaching
what it is that your team
this from the generational
There is one word that
members want in their work
side. The things that one
is key to building high
experience. We commonly
generation might be looking
performance teams, and it
find that what companies
for in a job will be very
is INTENTIONALITY. Every
think employees want and
different than another
part of building the team
what employees actually
generation. Above is a chart
has to be intentional. You
want are very different. The
that shows some things that
have to evaluate people for
attempt to manage all of your
will be important to each
their soft skills during the
team members in the same
generation when it comes to
interview process. You have
way is a recipe for disaster.
their employment.
to intentionally seek and
Flexible work schedule Casual dress code Ability to bring pet to work Strong mentor programs Kristin Scroggin, genWHY Communication Strategies
train servant leaders, and you have to intentionally make an effort to encourage managers to manage individually. You have to intentionally seek to maintain this culture. This will have to be modified from time to time with the changing workforce. However, if you do all of these things with intentionality, we believe you will find yourself well on the way to establishing and maintaining highperforming, rock-star teams.
18
Partnering Magazine Spring 2019
Kristin Scroggin is the Managing Partner and Lead Trainer at genWHY Communication Strategies. She has her MA in Communication Studies, BA in Communication Arts and has been a Communications Lecturer at the University of Alabama in Huntsville for 11 years. She has spoken at conferences and organizations across the United States ranging from Fortune 500 companies to small nonprofits.
www.partneringinstitute.org
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“You are the average of the 5 people you spend the most time with” - Jim Rohn
Linda Gates, Co-Founder, Gates+ Associates Episode 5: Succession Planning in a Family-Owned Business Tom Taylor, Senior Vice President at Webcor Builders Episode 6: The Power of Keeping Score for Accountability John Martin, Retired Director, San Francisco International Airport Episode 7: Meditation, Mindfulness & Leadership Lou Palandrani, Senior Vice President of Clark Construction Group Episode 8: East vs. West - Different Project Approaches from Coast to Coast Donna Rehrmann, President, Stomper Company Inc Episode 9: Training Your Team for Success Rob Schallenberger, CEO, Becoming Your Best Global Leadership Episode 10: Becoming Your Best Leader Steve Jones, Senior Director of Industry Insights Research, Dodge Data & Analytics Episode 11: Trends Transforming Construction and the Impact on Our People Tania Gharechedaghy, Project Manager, San Francisco International Airport Episode 12: Creating a Positive Work Environment Randy Iwasaki, Executive Director, Contra Costa Transportation Authority Episode 13: Creating and Leading a Future View Roddy Boggus, Vice President, Aviation Architecture, RS&H Episode 14: Creating Your Personal Brand so they Love YOU
Join these and other industry leaders on the Construction Dream Team Podcast at ConstructionDreamTeam.com or listen on iTunes, Stitcher, Spotify, Google Play or anywhere you get podcasts