When a Project Fails – How to Overcome Emotional Stress
It all started in the DR Congo when I was given a great opportunity — to develop four gold mines on a 250km gold property. The project promised prosperity to a local region lacking basic infrastructure and development. The expected windfall would have significantly benefited investors, shareholders, employees, service suppliers, and the entire community. Motivated by this vision, our team worked dedicatedly to commission and produce gold within the allocated time and budget. However, disaster struck on the second project, resulting in cost overruns, delays, and disputes between the owner and contractor, leading to the project's collapse. This failure had devastating effects, causing field workers to quit, contractors to be put off work, and the region to lose a potentially transformative opportunity. I witnessed firsthand the overwhelming emotional stress on everyone involved, from executives to field laborers and community members. This experience highlighted the immense emotional toll that failed projects can have on construction teams.
Understanding the Emotional Impact
Starting a construction project is a complex task requiring thorough planning, attention to detail, and significant financial commitments from both investors and contractors. The potential for failure can be mentally taxing, and when projects face rising costs, unforeseen delays, poor weather, or logistical problems, the emotional toll can be enormous. The emotional stress that accompanies such failures can manifest in various ways including insomnia, anxiety, depression, and a constant feeling of pressure. These natural responses can be incredibly overwhelming, making it difficult to focus on addressing the issues at hand and impacting daily interactions and overall well-being.
In my book, "Avoid Construction Disputes -10 Principles to Collaborate Effectively to Achieve On-Time and On- Budget Project Objectives," I emphasize that project owners are primarily responsible for a project's success, beginning with choosing a contractor who understands and visualizes their expectations. However, even skilled contractors face factors beyond their control that may contribute to delays and failures. So, what can be done to manage such stress when a project goes awry?
Based on my extensive experience as a disputes and claims consultant investigating many project failures, I have identified several strategies that can help overcome the emotional stress of project failures. Here are five key approaches that have proven effective:
1. Acceptance
One of the biggest challenges is accepting things that are beyond our control. When a project fails, it's difficult to accept that all the time, effort, and money invested did not yield the expected results. However, acceptance is crucial for moving forward and finding solutions. Acknowledging that project failure is a possibility can help reduce the emotional burden, allowing you to focus on resolving the issue rather than dwelling on it. Acceptance encourages a positive mindset that looks for constructive ways to address challenges rather than getting bogged down by the weight of failure.
2. Unity
Project failures affect both investors and contractors. It's essential to avoid the blame game when things go wrong. Accusations and disagreements only add to the emotional stress. Instead, come together and work as a team to find lasting solutions. Cooperation can ease the emotional stress by promoting unity and collaborative problem-solving. When all parties involved are united in their efforts to resolve issues, they can pool their strengths and resources to overcome obstacles. Working together fosters a sense of solidarity and shared responsibility, which can significantly alleviate the stress of project failures.
3. Encourage Open
Communication Effective communication is vital in managing the emotional toll of a failed project. All parties involved — stakeholders, contractors, and subcontractors—must be encouraged to air their views and concerns. Open communication helps identify the root causes of failure and develop effective strategies to address them. Allowing everyone to share their opinions reduces mental and emotional pressure, facilitating a more constructive dialogue. Transparent communication ensures that all parties are on the same page and fosters an environment where concerns can be addressed promptly. Encouraging open communication not only helps in identifying and resolving issues but also strengthens relationships among project stakeholders, building trust and collaboration.
4. Seek External Expertise
When a project fails, having a neutral third party evaluate the situation can significantly reduce emotional stress. An unbiased expert can identify the true causes of the failure and offer effective solutions. This external perspective helps relieve the mental toll on the affected parties, making it easier to develop a progression plan. External experts bring a wealth of knowledge and experience that can provide new insights and innovative solutions to overcome challenges. Their objective analysis can help clarify complex issues and guide stakeholders towards practical and effective resolutions. Engaging external experts demonstrates a commitment to finding the best possible solutions and can instill confidence in all parties involved.
5. Develop a Contingency Plan
Often, the emotional stress from project failures arises from the lack of preparedness for potential issues. Developing a contingency plan involves taking anticipatory measures to tackle challenges before they escalate. Discuss potential issues with your team and set measures in place to handle them proactively. Being prepared makes it easier to manage stress and mitigate the impact of project failures. Contingency planning encourages a proactive approach to problem-solving, ensuring that potential risks are identified and addressed before they become significant obstacles. A well-developed contingency plan provides a roadmap for navigating unexpected challenges, reducing uncertainty and enhancing the overall resilience of the project.
Additional Strategies for Managing Emotional Stress
In addition to these five key approaches, there are several other strategies that can help manage emotional stress when a project fails:
1. Self-Care Practices
Self-care is essential for managing emotional stress. This includes physical activities such as exercise and adequate sleep, as well as mental health practices like mindfulness and meditation. Taking care of your physical and mental well-being is crucial for maintaining the resilience needed to navigate project challenges. Encourage team members to prioritize self-care and provide resources or support to help them manage stress effectively.
2. Professional Support
Consider seeking professional support from counselors or mental health professionals who specialize in stress management. They can provide valuable tools and techniques for coping with the emotional stress of project failures. Providing access to professional support for your team can help create a healthier work environment and promote overall well-being
3. Celebrating Small Wins
Recognizing and celebrating small achievements, even in the midst of setbacks, can help boost morale and maintain a positive outlook. Acknowledging the efforts and contributions of your team members fosters a sense of accomplishment and encourages continued collaboration and effort. Small wins provide motivation and serve as reminders of the progress being made, even in challenging circumstances.
Conclusion
The most effective way to overcome emotional stress from a failed project is to adopt a solutions focused approach. This requires team effort, open communication, and a well-drafted contingency plan. By working together to develop solutions, rather than stressing over the problem, all parties involved can navigate the challenges more effectively.
Embracing these strategies fosters resilience and helps create a collaborative environment where projects can thrive, even in the face of potential setbacks. By prioritizing acceptance, unity, communication, external expertise, and contingency planning, you can transform the experience of project failure into an opportunity for growth and improvement.
Understanding and addressing the emotional impacts of project failures is essential for maintaining the well-being of all stakeholders and ensuring the long-term success of future projects. Through proactive and empathetic leadership, we can create a supportive environment that empowers teams to overcome challenges and achieve excellence in their endeavors.
About The Author: Samuel Bentil is a Senior Director of Construction Disputes & Advisory (Delay & Quantum) at Ankura Consulting Group. He is also the author of the upcoming book Avoid Construction Disputes - 10 Principles to Collaborate Effectively to Achieve On-Time and On-Budget Project Objectives.
With 16 years of experience in the construction industry, Samuel has worked as a project planner and disputes and forensic claims consultant. He has investigated the causes of delay and cost-overrun disputes in over a hundred projects, providing him with a firsthand and deep understanding of the underlying causes and adverse effects of delays, cost overruns, and disputes on all stakeholders, including investors, owners, contractors, employees, and the host community in construction. Samuel strongly and passionately advocates for the early implementation of dispute avoidance strategies on construction projects.
Samuel has a Bachelor's degree in Mechanical Engineering and an MBA from the Bob Gaglardi School of Business & Economics at Thompson Rivers University in British Columbia, Canada. He is also a certified Professional Project Management Professional
(PMP) and Risk Management Professional (RMP) from the Project Management Institute (PMI US).
Samuel has experience working on projects of various sizes, including small, medium, and large-scale international construction projects across multiple sectors including buildings, commercial, public, and industrial sectors. The largest project he worked on was an LNG facility with a budget of $15 billion. In this role, he successfully assisted the client in avoiding multiple disputes with the main contractor during the project's construction phase.
