We’re in construction. Stuff happens!
Unfortunately, when stuff happens, we usually need to own it – even when it is uncomfortable. Trust erodes when people fail to own mistakes, accept responsiblity and apologize. Think about it. Someone volunteers the details of a mistake, apologizes and tells you what is being done to resolve the situation. Contrast that with discovering the situation another way. Which one diminishes trust? And, the impact on the relationship is often unrelated to the magnitude of the stuff – it is simply the principle (or lack of principle?) that people notice.
For example, an owner recently shared that instead of taking responsibility for a series of somewhat minor field issues, her contractor provided explanations and details about why they were not at fault. She expressed dismay that the contractor failed to acknowledge even the smallest sliver of responsibility. As a result, she conveyed growing concerns about the integrity of the firm and took this perspective to the next issue. Trust is unraveling.
Next time stuff happens on your project, lean into the situation and practice a high-trust behavior. Instead of ducking an issue, acknowledge it with a four-part apology.
Template for a Four-part Apology
PART 1. Acknowledge the Issue – be specific about what happened and acknowledge your part in it. Typically, blame for project issues can be spread across many people and firms. Avoid the temptation to credit others with their faults; let them speak for themselves. And, leave the “but” out of it (as in “I’m sorry there was a delay but it was not our fault” or “it was the fault of our subcontractor.”)
Part 1 Example: I’ve got some disappointing news. I just learned that the toilet partitions expected this week will be delayed another 10 weeks. I’m sorry. I’ve been working with the subcontractor and we’ve been unable to expedite the delivery.
PART 2. Acknowledge the Impact – be clear about your understanding of the impact and what damage it may do to your partners and project stakeholders. Be empathetic. Demonstrate that you understand both the big picture and the small, incremental impacts.
Part 2 Example: Although they were not on the critical path, the partitions will delay substantial completion by at least 4 weeks. We will coordinate with your team to facilitate installation of the furniture and information technology systems before substantial completion. We’re anticipating the partitions will be installed (allowing substantial completion) before the scheduled move-in date.
PART 3. Share Why it Happened – be fully transparent and communicate the reasons for the situation. Help your partners understand the underlying details. While this information will be unlikely to change the outcome, your transparency, even the embarrassing events, will strengthen the relationship.
Part 3 Example: Our subcontractor measured for the partitions eight weeks ago based on a six-week delivery estimate. Today I learned that the actual delivery date is another ten weeks. I’ve requested a copy of the purchase order from our subcontractor. It seems that the oversized panel and special color have impacted the manufacturer’s queue. We are checking to see if a color change will improve the delivery time.
PART 4. Outline Corrective Actions – identify what is different now and how you will prevent the same situation from happening again. Be realistic about what can be done and identify areas of risk or items out of your control. The goal is to realign expectations between you and your partners.
Part 4 Example: I’ll be requesting bi-weekly updates from the subcontractor to confirm the delivery, and hopefully shave a few days or weeks off the lead time. I’ll keep you posted in our progress meetings and include the current delivery estimate in our look-ahead schedule. As I mentioned, while these partitions will delay substantial completion, we will provide access for the furniture and information technology installations to maintain the scheduled move-in date.
Relationships matter. Behaviors that preserve (and build) relationships include stepping up and owning mistakes. Hopefully this tool, the template for a four-part apology, will help you navigate an unfortunate situation and minimize relationship erosion. We know that high-trust cultures help projects go smoother – even when stuff happens.
~ Cinda
Cinda Bond, MIPI, has been an OrgMetrics partnering facilitator for more than 10 years. She has facilitated more than 500 sessions for teams throughout the country. She also collaborates with engineering and construction teams to develop large documents containing hundreds of pages for construction contracts and proposals.
For more information please contact Cinda Bond, CindaBond@Orgmet.com / (925)640-9007 (cell), or OrgMetrics RobReaugh@Orgmet.com / (925)449-8300
Cinda Bond, MIPI, has been an OrgMetrics partnering facilitator for more than 10 years. She has facilitated more than 500 sessions for teams throughout the country. She also collaborates with engineering and construction teams to develop large documents containing hundreds of pages for construction contracts and proposals.