A leadership framework for projects that build culture and excellence
By J. Ryan Casserly
Anyone can manage a schedule or oversee a contractor. What separates leaders from managers in this space is the ability to keep people aligned when the pressure is on. A project may succeed technically but still fail if staff feel burned out, stakeholders lose trust, or the community experiences more disruption than benefit.
When approaching upgrades or renovations at Landmark Aquatic, I remind our teams that the equipment is important, but the culture is what lasts. The way one leads through the mess of a shutdown will set the tone for how staff members, vendors, and the community view an organization for years to come.
This is why we created the Mark of Excellence. It is not only a service standard but also a leadership promise. From the very first day of a project, we set the bar for water quality, safety, efficiency, and care. And through our AquatiCare program, we continue to deliver on that standard long after a ribbon-cutting. The Mark of Excellence becomes a visible reminder that leadership is about consistency, accountability, and commitment to excellence every single day.
A Framework For Leading Through High-Stakes Projects
This is the leadership framework I use, and one any aquatic or recreation leader can apply immediately, whether managing a multi-million-dollar renovation or a smaller departmental shift.
1. Anchor To Purpose
Technical jargon does not inspire people. Staff members and stakeholders need the “why” behind every upgrade. Translate complex systems into plain language stories. Instead of saying, “We are replacing filtration,” try, “This will make the water safer, clearer, and more enjoyable for families.” When people see the purpose, they rally behind the process.
2. Set A Steady Cadence
Uncertainty fuels anxiety. A predictable rhythm builds stability. Weekly check-ins, simple scorecards, and visible wins create momentum and keep a team engaged. Consistency in communication, even when progress is slow, reassures staff and stakeholders that a project is under control.
3. Empower Ownership
People commit when they feel they have a stake. Create decision space for staff at every level. Give lifeguards, maintenance techs, and front-line managers opportunities to flag risks, suggest solutions, and take responsibility. Empowerment builds resilience and ensures no one feels sidelined during change.
4. Coach For Culture
High-stakes projects are the perfect time to reinforce non-negotiables like safety, teamwork, and accountability. Use the disruption as a reset moment. Celebrate staff who model the culture the company wants to sustain. Embed leadership behaviors into daily routines so that a team emerges stronger than before.
5. Communicate With Confidence
Silence breeds rumors. Be proactive in communicating with staff, board members, and the public. Share updates before questions arise. Even if progress is messy, transparency builds trust. A simple community-FAQ sheet or a quick video update can reduce frustration and show leadership in action.
Case In Point: Turning Tension Into Trust
At one municipal aquatic center in the Midwest, the city set out to transform an outdated pool into a true community destination. The scope was ambitious: a competition pool with advanced features, a leisure pool with record-setting attractions, and a family pool designed for safety and comfort. It was a multi-year undertaking that demanded precision, partnership, and constant coordination.
Like many large-scale projects, the stress points came quickly. Construction deadlines shifted. Vendors needed to adapt on the fly. Community members grew restless, wondering if promises would be delivered. For the staff on the ground, the weight of expectation felt overwhelming.
This was where leadership mattered most. By anchoring every update to the project’s larger purpose of creating a space for families, athletes, and community pride, the team kept morale alive. Weekly check-ins with frontline staff and contractors provided rhythm and consistency. Clear roles and decision space empowered staff members to raise concerns before problems spiraled.
When the facility finally opened, it exceeded expectations, not only because of its modern features but because the staff felt ownership of the process. The culture had been strengthened, not strained. The project became a reminder that the true test of leadership is not only in delivering an impressive facility but in guiding people through the disruption that gets them there.
By The Numbers: Why Leadership Matters In High-Stakes Projects
- 72% of large capital projects run over budget or behind schedule (McKinsey), and leadership alignment is often the missing link.
- 43% of aquatic and recreation staff say lack of communication is their top frustration during renovations (NRPA).
- Teams with clear leadership rhythms, such as weekly check-ins and scorecards, are 2 times more likely to maintain high morale under pressure.
- 60% of community trust is shaped not by technical outcomes, but by how leaders communicate progress (Gallup).
- 3 in 4 facility directors agree that major upgrades are defining moments that set the tone for organizational culture for years to come.
Primary Takeaway: High-stakes projects do not only test budgets and timelines, but they also test leadership. Leaders who prioritize people, culture, and communication transform potential chaos into clarity.
Turning Projects Into Leadership Success Stories
The truth is that most projects do not fall apart because of technical failures. They collapse because of cultural ones. If a leader anchors to purpose, sets a steady cadence, empowers ownership, coaches for culture, and communicates with confidence, he or she can turn what feels like chaos into clarity.
And clarity is what every team craves in moments of change.
As leaders in aquatics and recreation, our job is not only to deliver a finished facility. Our job is to deliver a stronger, more resilient team and a community that trusts us to lead again.
The Mark of Excellence was created with this in mind. It is a recognition that leadership is not only shown in the moment of a grand opening but proven year after year through water quality, efficiency, sustainability, and care. It is a reminder that the choices we make in moments of pressure can leave a legacy of excellence for the life of a facility.
Budgets, systems, and construction matter, but they are only half the equation. The other half is leadership. These defining moments are about more than getting projects across the finish line. They are about proving to staff members, a community, and leaders themselves that they can lead through the storm and bring everyone out stronger.
That is the difference between managing chaos and leading with clarity.
J. Ryan Casserly is a seasoned executive with over two decades of leadership experience across the homebuilding, finance, and construction industries. Since 2015, he has served as Chief Executive Officer of Landmark Aquatics, where he has led the company’s evolution into a nationally recognized leader in aquatic facility design, construction, and service.