By Mark Moody, VELO Group Partnering Facilitator
The realm of Construction Partnering is experiencing a global surge, dispelling previous doubts about its relevance. At VELO Group, we’ve successfully expanded our reach across borders, conducting impactful sessions in diverse locales such as Argentina, Israel, Dubai, and beyond. We recently facilitated a successful kick off for a Bureau of Overseas Building Operations (OBO) project in Mauritania.
As we continue to venture into new territories, VELO Group’s consulting practice is undergoing a significant evolution. While some may view international engagements as mere excursions, our experiences reveal that delivering quality sessions abroad demands meticulous groundwork and tailored strategies for success.
Read on to learn about five essential strategies for ensuring effective Construction Partnering sessions worldwide.
Establishing a Unified Vision:
Navigating international contexts necessitates a shared understanding of partnering concepts, given the varied interpretations prevalent across different regions. Prior to sessions, proactive partnering facilitators will disseminate materials explaining the partnering process, their firm’s philosophy and desired outcomes. This aligns stakeholders with a common definition, preventing potential misinterpretations and laying a robust foundation for collaboration.
Project Immersion:
Unlike domestic projects, international ventures often arise amid adversity, earning them the moniker of “Problem Projects.” In such scenarios, a comprehensive understanding of project dynamics is vital. Facilitators should engage in extensive dialogue with clients to discern project intricacies, historical context and desired objectives. This proactive approach ensures expectations are managed from the outset, fostering a conducive environment for constructive dialogue.
Engaging Stakeholders:
Pre-partnering interviews are crucial in international settings. Facilitators prioritize face-to-face interactions with key stakeholders, building rapport and facilitating open dialogue. These exchanges not only familiarize participants with the process but also provide a platform for addressing concerns and fostering ownership of the partnering endeavor. Recognizing cultural nuances and sensitivities during these interactions is paramount, facilitating a harmonious and inclusive approach.
Cultural Proficiency:
Effective international partnering requires cultural fluency beyond surface-level understanding. Facilitators must navigate cultural differences, accommodating diverse work practices and religious observances. Successful teams transcend cultural differences, leveraging them to cultivate a cohesive project culture. Facilitators should prepare by conducting meticulous research to design culturally attuned processes, ensuring language and examples resonate authentically with diverse audiences.
Leadership Alignment:
Securing project leadership endorsement is vital for the success of international partnering projects. A lack of senior management buy-in can derail efforts, undermining participant engagement. Effective facilitators prioritize executive buy-in by conducting tailored sessions for project leaders. These sessions clearly define objectives and enable real-time adjustments to optimize their effectiveness. This proactive approach not only garners support for the partnering process but also fosters alignment and cultivates trust among key project leaders, setting the stage for a successful collaboration.
In essence, international construction partnering transcends geographical boundaries, uniting diverse stakeholders under a common vision of collaboration and excellence. By embracing cultural diversity, fostering stakeholder engagement and securing leadership alignment, organizations can navigate global project complexities with confidence, consistently delivering exceptional outcomes locally and abroad.