Leadership 101: what's needed for '99 - effective project management

We have all had great experiences on some excellent projects, critical paths that have run a mythic course, successfully being completed on time and on budget with Moet & Chandon uncorked at the "wrap" party. At the same time, we all have had less then desirable experiences on other not-so-hot endeavors, projects that ended with a sigh of relief, rather than the sound of Champagne fizzing.

Unfortunately there probably hasn't been a project completed without one headache or another since the Egyptians built the great pyramids at Giza. This being said, the question is asked: What is the difference between a great project that runs smoothly and one that is mediocre and bumpy with "potholes"? Answer: Leadership.

What is leadership on a project? What could sometimes be done slightly better in order to cut down on the occasional "Excedrin Headache"? Asking a variety of professionals in the real estate/building industry will produce a variety of responses, but surprisingly, in the end, all "dovetailing."

According to Tom Mongello, principal of Robert Gray Architects, "Leadership is each member of the team understanding his position and his role in the project. It's somewhat akin to being a member of a symphony orchestra. The leader of each discipline only plays his part, but understands what others are doing. You really have to understand the whole complicated score, but no matter how knowledgeable or enthusiastic you are about the piece, you can't jump in and play someone else's part. Chaos will ensue. Know your part well and play it well - and let others play theirs."

Edmund Narbutas, AIA, associate vice president of DMJM Architects and Engineers, said "A great project is when all team members have a shared vision and willingness to push to the finish line together; owner, owner's rep, architect, broker, contractor, and consultants alike. Leadership facilitates this common vision through frequent and frank communication where everyone involved is able to speak as equals."

According to Gerald Gilboe, director of Programming Services for Cushman & Wakefield, "Everyone generally comes to a project with their own unique perspectives: architects, contractors, construction managers, etc. It's like wearing a set of blinders. It is best to find a manager that is not limited by his or her professional or political point of view, someone in a position of respect and authority to bring some order to the process. Leadership brings cohesion to the team and moves the project in a timely manner, at the same time encourages discussion and the airing of different points of view and opinions."

John M. Lizzul, managing director for Newmark & Company Real Estate, said "Leadership is the ability to motivate each project team member to give his or her best in serving the client. That is accomplished by making certain that goals and objectives are clear from the beginning. In addition, the leader must be able to keep the project team focused and on target. Appropriate control must be exerted in such a way as to maintain the motivation of the team members. Everyone's abilities and expertise must be respected while progressing towards the goal, with the client's best interest as a guiding principle."

According to Victor J. Perosi, CFM, director of Facilities and Operating Services of The McGraw-Hill Companies, "We consider our team diagram to be a circle rather than a classic vertical organizational chart. The circle has all the team members surrounding the final decision-maker. Leadership is knowing which discipline of the circle to depend on when various situations arise. It is more important for the leader to orchestrate rather then have technical experience, since he or she has essentially contracted for the expertise required."

Stephen C. Waxman, CPM, APP, vice president of Administration for Christie's, said "Leadership in general, at any level or in any environment, sets the example and the tone of a project. Many times attributes of leaders become the project's attributes. In my experience, successful leaders possess unwavering determination and are uncompromising on quality. They must be both amazingly resourceful and resilient, because those characteristics make the seemingly impossible roadblocks or challenges, which inevitably occur in a project, able to be overcome. Successful leaders are both demanding and supportive by setting high standards and rewarding good performance."

According to Eugene Gleason, senior project manager for the project management firm of Gardiner & Theobald, Inc., "My thoughts on leadership are simple. You must lead by example. How you treat and communicate with people will set the stage for how your project team or your firm will work together. The effectiveness of the group during the problem-solving process is directly influenced by how well you have lead the team at the start."

Paula Myruski, vice president of Interior Construction Corporation, said "Good communication is the answer to almost everything in life . . . lack of it probably caroms not only losing a client permanently, but also causes the decline of most marriages throughout the country throughout history. Leadership should start at the top. The principals or leaders need to have good communicative skills, mixed in with respect for everyone. If you show that you expect nothing but the best from your team, hopefully your team will try to please you and give their all in return."

According to Derek Schuster, vice president of McHugh DiVincent Alessi, Inc., "Leadership is the creation of a constructive communications environment which advances a project. This is often accomplished by asking for and giving feedback in a manner which causes the team to gel and for team members to be able to count on others. This type of leadership is especially important when the team members have not previously worked together. The feedback may be concerned with anything from work style to the presentation format of project data."

Written over 2,000 years ago, the words of the Chinese masters echo contemporary leadership theories. As written in The Book of Leadership & Strategy, "The art of human leadership is to manage affairs without contrivance and instruct without speaking; to be pure and calm, unmoving, unshakably consistent, delegating matters to subordinates according to custom, so that duties are accomplished without strain."

(Bradley Wheeler is an architect and Director of Marketing for Robert Gray, Architects, a New York City-based architecture and interior design firm. He also serves on the Communications Committee of the Society for Marketing Professional Services New York Area Chapter.)

COPYRIGHT 1999 Hagedorn Publication
COPYRIGHT 2004 Gale Group