By Candice Rogers
Paladin, Inc
In our industry, projects always seem to orbit around the same gravitational pulls: schedule, budget, deliverables. We know the drill—owners want their buildings completed on time, on budget, and with the promised functionality. The pressure is real, and the stakes are high. But as I look back over dozens of projects and years of experience, I find my attention drawn less to the technical hurdles and more to the unsung force that truly determines a project’s success: the culture and mindset of the team.
It’s something I’ve been reflecting on a lot lately. Technical excellence is the ticket to the game. But it’s the quality of our interactions—the way we set each other up for success—that determines whether we simply cross the finish line, or do so with speed, grace, and maybe even a little joy.
The Magnetic Individual
On every truly great project team, there’s always that one person you just want to work with again. Sometimes it’s an engineer, sometimes a contractor, sometimes a supplier. What draws you to them? It’s rarely just technical brilliance. More often, it’s their willingness to serve, to help, to make the hard parts easier for everyone else. These are the people who elevate the entire team, not with bravado, but with steady humility and a genuine desire to help others succeed.
And here’s the truth: it’s not about the firm or the brand. It’s about the individual. Teams are made up of people, and people have the power to enrich or diminish the experience for everyone around them. I’ve seen firsthand how one person’s servant-leader mindset can ripple outward, transforming the mood, the momentum, and the outcomes for an entire project.
Setting Each Other Up for Success
Once you start paying attention to team mindset, you notice it everywhere—in the way people communicate, anticipate needs, and follow through. A few recent examples have really stuck with me:
The Thoughtful Architect. She sends out deadlines months in advance, picks up the phone to clarify expectations, and lays out her needs in a way that helps me plan and deliver. Her clarity and courtesy make my job easier, but more than that, they create an environment where everyone can thrive.
The Collaborative Structural Engineer. I’ll admit, I don’t fully know the ins and outs of tensile strength or the nuances of steel member selection. But I do know what it’s like to work with someone who, when confronted with a conflict, says, “Let me look at that—maybe I can adjust to help you out.” He’s open to input, proactive about removing obstacles, and deeply cooperative. The result? Smoother coordination and more creative solutions.
The Responsive Steel Supplier. I recently asked for very specific cost data and mill certifications—detailed, organized, and on a tight timeline. Not only did he deliver, he organized everything just as requested, added a cover sheet, and offered to answer any further questions. All within 24 hours. That level of service didn’t just check a box; it made my day.
These moments are not just pleasant anecdotes—they’re microcosms of what’s possible when we each approach our work with an eye toward helping others succeed.
The Relay Race of Project Delivery
Consider the relay race. The handoff between runners is the most critical part of the event. You can have the fastest sprinters, but if the baton exchange is sloppy, the race is lost. In our world, the “handoff” between disciplines—owner to architect, architect to engineer, engineer to contractor—must be practiced, intentional, and filled with mutual respect.
The best teams I’ve seen don’t just toss the baton and hope for the best. They align their pace, communicate clearly, and make sure the handoff is clean.
Servant Leadership and Empathy
What underpins all of this is a kind of everyday empathy. It’s not just doing your job well, but considering how your deliverables and actions are received by others. I’m examining how I package my technical work products so that they’re useful, accessible, and even uplifting for the next person in line.
I’m not perfect, but I’ve found that regularly asking, “How can I help my teammate be successful?”—and then acting on the answer—reveals real opportunities to improve my delivery.
Practical Ways to Build a Team Culture
So how do we embed this mindset into our daily routines? Here are a few simple, actionable habits I’m working to cultivate:
- Pick something small to improve. Maybe it’s how you write emails—clarifying context, action items, and next steps. Maybe it’s being more brief, or more thorough, depending on your audience.
- Examine your processes. Identify something in your organization that feels inwardly focused or clunky for others to navigate. Then ask yourself how it could be reoriented to serve others better.
- Practice interpersonal skills intentionally. Whether it’s active listening, timely communication, or simply saying thank you, these “soft skills” are foundational and require regular practice. I find these can be especially challenging when I’m busy, but when I practice them, I’m reminded why I do this work in the first place.
The View from Here
At Paladin, we strive to build more than just buildings. We want to build teams, and we want to build culture. I’m convinced that the real differentiator isn’t just the certifications on our wall; it’s our desire for quality teamwork and our commitment to approaching each project with a servant-leader mentality. It may not be rocket science—but it can be the difference between merely finishing a project and truly succeeding together as a team.
This year, I’m especially thankful for the excellent individuals in each area of our industry who bring insight and helpfulness to every project. I’m encouraged to follow their lead and to keep looking for more ways to help others succeed.
Let’s keep finding ways to help each other—one thoughtful handoff at a time.