Whitepaper: 06.15.2014

Building Better Communities

Fostering High-performance Teams, Builds Better Communities   

Teamwork is at the core of everything we do at McCarthy. Our true builder approach requires us to think strategically and navigate complicated project issues on a daily basis. As construction experts with 150 years of experience, we’re known for providing our clients unsurpassed expertise in construction planning and development. Our teams are adding more value today, thanks to our collective team approach, which was developed by modeling Patrick Lencioni’s team philosophy. This approach has our teams taking a more robust view of what project success entails, and involves growing trusted relationships with subcontractors, as well as owners and the field professionals to foster healthy performance. The end result is better collaboration, better ideas, better delivery, better projects — a better community.       

Smart vs. Healthy Teams
Smart teams are good at the classic fundamentals they were designed to tackle. In McCarthy’s case, fundamentals like construction quality, jobsite safety, project scheduling and cost estimating. These are tasks we know well, and McCarthy project teams often focus on ways to streamline these fundamentals to the benefit of owners.

Creating a healthy team, a notion that is equally as important as being smart, requires a team to tap into the more-than-sufficient intelligence and expertise they already have and focus on behaviors like building trust, mastering conflict, achieving commitment, embracing accountability and focusing on results. It also involves creating clarity among team members and reinforcing that clarity often.

Members of a truly cohesive team must feel comfortable being transparent and admitting failures or reaching out for help. “By building trust among our project teams — owner, architect, subcontractors — we can complete successful projects and openly address conflicts as they arise,” says Bo Calbert, president of McCarthy Southwest. “The numerous alternative delivery models available today allow teams to embrace conflict and ultimately achieve commitment from all the parties involved in a construction project. Trust and open conflict are critical to the ultimate success or failure of a project.”

Traits of High-Performance Teams
The Construction Industry Institute has researched the elements of high performance project teams and noted that leader behavior is key. Clearly communicating project goals, setting high standards and expectations, supporting teams decisions — these are all behaviors of McCarthy project leaders who build teams based on a foundation of trust.

In addition to leader behavior, team member characteristics (e.g. commitment and dedication to the project, sense of ownership of the project, the right qualifications to meet the team’s needs, etc.) are integral aspects of high-performance teams.

“As project leaders, our goal is to ensure all team members place the highest priority on the collective project team,” Calbert says. “The only way to guarantee good decisions are made and to maximize performance is for team members to feel a stronger sense of commitment and loyalty to the project than the individual project sphere they’re leading.”

When characteristics of high-performing teams are combined with a “healthy” team approach, the result often leads to better collaboration, better ideas, better delivery — better projects.

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