Effective project leadership and culture under stay-home orders

Abstract

The impact of COVID-19 has changed all of our lives and caused the global decline of aviation activity. The development/replacement of airport facilities and infrastructure, which was on a path to meet prior record travel demand and the need to replace ageing facilities, is now in jeopardy of moving forwards because of drastically reduced revenue streams, as the result of a substantial reduction in passenger volumes. Many airports are trying to decide if they should continue to advance design and construction activities or hold short and see how fast it takes historic operations to return. This paper discusses how, if things remain in flux, we will not finish building the infrastructure that is required to be in service when aviation returns to the levels we knew prior to 2020. It analyses how, if your airport had a gate shortage in 2019, there will likely be a similar projected condition in 2024. The paper stipulates how, while optimistically planning for the end of this global episode, airport operators can take advantage of this slow time and position facilities to meet the increased demand forecasted for aviation services. Airports around the world should decide when they could vigilantly advance development plans, supported by the airlines. Airport leaders must take action on an effective project delivery programme, managed by a team focused on partnerships for optimum results. High-performing teams are now required to collaborate and innovate remotely, holding virtual meetings and telecommuting on a grand scale, while handling the challenges of a world that is changing every day. Leaders and frontline managers must seize this opportunity and turn a challenging truth into a positive path to the development of a high-performing team, one that is capable of navigating for success for the future.