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7 Habits of Highly Effective Project Teams

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WHITE PAPER e-Builder.net 800.580.9322 info@e-builder.net | support@e-builder.net 7 Habits of Highly Effective Project Teams Top facility owners deliver world-class facilities by hiring top talent and improving productivity which, in return, drives increased construction productivity and competitive advantage. Yet, the steps to achieve and maintain a thriving organization are a little more complex. What are the key components that make for successful projects and thriving organizations? After 20 years of studying the industry, e-Builder has compiled the 7 most common 'habits' that highly successful, best-in-class organizations deploy to boost organizational performance and yield impressive direct and soft benefits. Before we outline the seven common habits in depth, it's important to understand the general definition of a habit within the capital construction environment. To paraphrase, famed leadership guru Stephen R. Covey, 'a habit is the intersection of knowing what to do with the skills to do it and the desire to get it done'. In essence, a habit combines inspirational leadership with standard operating procedures and effective training. Best-in-class facility owners understand this dynamic very well. They realize that it takes more than mere words to achieve a successful project. They have learned that in order to create lasting change within their own teams—and extend that change to construction managers, architects/engineers, and general contractors—they have to define clear processes, train teams on how to follow them and create a desire (incentive) for the team to want to do something differently. With that in mind, here's an inside look at the top 7 Habits of Highly Effective Project Teams. #1: BE PROACTIVE One of the most valuable habits of best-in-class organizations is the ability to establish and measure key performance 'leading' indicators. Simply put, they take a proactive leadership problem-solving approach, not a reactive approach. If you're unsure whether you're a proactive or reactive leader, ask yourself: § Are my projects consistently over budget and/or late? § Does my unofficial job description include "Fire Fighter" or "Problem Solver"? § Do I regularly get e-mails marked "urgent" or written with CAPITAL LETTERS? § Do I start the day with great intentions only to get derailed by 10 AM? § Do most of my project performance reports focus on last month's data? § Are there high volumes of RFIs? § Do I get surprised by change orders? § Do I use contingency funds early and often? If you answered yes to any of these questions, then you are likely making at least a few reactive decisions. There are a number of ways to become more proactive. Best-in-class owners work in a time management quadrant that emphasizes important tasks—not urgent tasks. Urgent activities are a staple of organizations that are constantly in a fire-fighting mode. These are often tasks and activities that are someone else's responsibilities, but given to you to manage. You can often spot these as action items in your court, even though the deadline might be driven by someone other than you.

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