The real challenge of managing project is leading the people involved

Project management can sometimes be a bit of an iceberg. What you see from the outside is a long list of tangible, box-ticking tasks. But the skills required to do the job well are often far more nuanced – especially when it comes to the people-management and facilitation side of the role.

Today, we’re diving into what it takes to lead the people behind a fit-out project, a side of the industry so often overlooked and undervalued. We’ve gone directly to the experts – Retail Connection Director Paul Trevallion and Project Manager Sarah Ward – with our most burning questions.

What is more important for managing a successful project – handling the logistics or the people involved? 

Paul: The first thing to understand is that we manage projects, but we lead people. Project Management is really just a logical ordering of tasks and timelines; it operates like a machine. But to get those tasks completed effectively, you have to rely on people. If your people aren’t on track, your project isn’t on track.

Sarah: To me, both sides of project management are so important. You need to have the logistics in order – budgets, timelines, resources – but if you don’t understand the people you’re working with, you’re going to run into problems. Over time, we learn the way that our partners, contractors, and suppliers all work, which really helps us navigate better relationships and collaboration in the future. We’re able to match the right people to the right jobs.

What is the biggest challenge when it comes to managing people on a commercial fit-out project?

Sarah: Communication. It’s the number one area where things can break down. When there are so many moving parts – different trades, contractors, suppliers – it’s so easy for miscommunication to cause delays or mistakes. That’s why we make a point of picking up the phone every day. We’re not afraid to be the squeaky wheel if we’re not getting the level of communication required.

Paul: Every phase of a project can present challenges of course, but I think the toughest part is often managing personalities. We work with a lot of really talented experts and this often means some very particular and passionate personalities in the room.

People come with such different priorities – which ultimately is a good thing. You want your engineer to be concerned about structural needs. You want your designer to be looking after aesthetics and customer experience. You want your suppliers to be pushing for quality materials.

But what that often means is everyone gets a bit of tunnel vision and it makes it hard to keep focused on the bigger picture. So that is what we’re here to do.

What is your approach when a project goes off script?

Paul: One particular story stands out actually.

I was on-site at a new store with the landlord, the client, one of the contractors, and a supplier. In front of everyone, a construction mistake happened by someone working there. Of course, everyone in the room reacted in different ways, each of them upset for totally different reasons.

My job, at that moment, was to jump forward and focus on what was important in the big picture. Then, it was about communicating solutions that make sense to each person there.

So, I reassured the client that they wouldn’t be the ones paying for this mistake and told the landlord the same thing. I calmed down the contractor. Then we started addressing what had happened and how we’d fix the issue.

So, in essence, my approach is really about getting clear about solutions and acknowledging the different priorities each person brings to the project. Sometimes that means looking past the immediate emotions around an issue and cutting right to how we can fix it.

What needs to happen in order for a project to run smoothly?

Paul: What makes a project go smoothly is everyone focusing on the end goal, working as a team with partners who can just focus on what’s important and help get the project delivered.

Sarah: I completely agree with that! The best teams are the ones where everyone respects the people around them. It’s about being self-aware, knowing when to step in and when to back off.

What’s the biggest lesson you’ve learned about leading people through these complex situations?

Sarah: Make sure you don’t underestimate the time and the energy it takes to coordinate people. Even the most organised, logical, talented person can really struggle with managing a project if they can’t motivate and coordinate the people.

Paul: Agreed. The lesson I’ve learned is that you need to be ready to adapt and be ready for anything. Stay calm, communicate clearly, and keep the focus on the project goals above all else.

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At the core of successful project leadership is the ability to handle people and logistics. At Retail Connection, we go further than just the tick-box tasks. If you’re looking for experienced support at every turn in the industry, get in touch with Paul to talk through your project and the goals you have for your next retail investment.