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Lorna: There's a lot of work that goes into building detailed schedule, understanding the critical path, assessing the risks connected with that critical path.
And, unfortunately, one of the things I do see from time to time is they don't think about the people or workforce risks connected with that critical path.
To make them profitable, to make them worth owning in the long-term, the size of these projects, they're really significant. And so that investment in your people, your culture, your ways of working, your project charters, they're so needed because you're creating a brand-new organization overnight.
I think investors want to see that we're making those choices up front and we're building really strong partnerships because that's a sign of the health of the partnership.
I can see that, you know, they've done the heavy lifting to make sure that there's trust there across the different parties that come together.
And, establishing that partnership takes time and people need to spend time together to build the trust to have the kind of, not just commercial partnership but effective relationships that set these big projects up for success.
There's got to be trust, and I think we can all identify when it's not there. It's very obvious, but when it is there, you'll see groups of people form really high-performing teams that understand what they're trying to achieve overall, and they demonstrate transparency in their communication, they're consistent in how they show up for each other.
When I talk to senior leaders, they're starting to identify we're going to have challenges around attracting the best people that we can to these projects. There's going to be competition for resources in our state, in our country.
And so, investing in your people and culture up front is really about investing in the long-term relationships and making sure that you’ve got these deposits in the bank that you can draw on when things get difficult. And inevitably they will.
Engagement & Change Advisory Lead – QLD, Australia
