Building Belonging: How Emotional Intelligence Drives High-Performing Teams

In the high-stakes world of life sciences manufacturing—where critical timelines, 24/7 operations, and exacting standards define success—one DPR team is proving that emotional intelligence and belonging can be the difference between delivering and excelling.

Tasked with expanding a 20,000-square-foot drug manufacturing facility, the team’s work is directly improving production run rates from six days to four and a half days—boosting the availability of life-saving therapies for patients. To make it possible, the client is pausing production for 70 days—a choice that requires around-the-clock construction, exacting precision and complete trust in DPR to deliver.

What’s remarkable isn’t just what the team is building—it’s how they’re building it.

Seasoned life sciences senior project managers Sarah Halvorson and Erin Pratt understood that an intense, high-stakes project could strain even the best teams. To maintain focus and prevent burnout, they are leaning into building a culture of care that has become a cornerstone of this high performing team’s success.

“We all want to meet the end goal successfully, but we also want to make sure that everyone arrives at the end physically and mentally healthy,” notes Halvorson.

Emotional intelligence—defined by self-awareness, empathy, communication and adaptability—isn’t a buzzword on this job. It is the operating system. What began as a few intentional conversations about teamwork evolved into a shared mindset—one that shapes how they lead, build and show up for each other every day.

Before the first shovel hit dirt, the project team came together for a work session to align on expectations, establish rules of engagement and set the tone of the project—one of openness and trust.

The team’s leaders emphasize listening as much as leading, ensuring every voice is valued and every contribution recognized. In this environment, accountability isn’t handed down; it’s shared. That balance of guidance and trust built a culture where leadership exists at every level.

Respect for the individual shows up in the way the team is handling the 70-day shutdown. Working 12-hour rotations, time has been built in for everyone to decompress, see their families and friends, and recharge. Caring about the person, not just the position, is a critical part of the jobsite culture and helps people return ready to give their best.

“Creating a space for some fun amidst the intensity is critical,” Pratt explains. “From embracing your Hogwarts house to pizza and rice-eating contests and milestone completion dinners, to small group lunches discussing our NFL Fantasy Football Team or what we are watching on Netflix—the team is finding ways to connect beyond the job.”

These moments of care are intentional and make the difference between surviving the project and thriving through it. They reinforce that people matter as much as progress.

The leadership style—collaborative, grounded and empathetic—helps transform a high-pressure jobsite into a place where everyone belongs. “The more time we spend connecting as a team and learning to trust each other, the better we perform,” adds Halvorson.

From field engineers to superintendents, and from veteran mentors to emerging professionals, the team’s diversity of background and experience—and strong representation of women in key roles—brings balance and perspective to every challenge. Open communication is the hallmark of their success and a healthy team.

“When a problem comes up, our superintendent, field engineer, senior super and I immediately start brainstorming solutions together. We’re all thinking about it, even after hours, and come back ready to draw on whiteboards and find a path forward. It’s never about finger-pointing; it’s about supporting each other and getting the job done,” shares Sabrina Donnick, senior project engineer.

“The team doesn’t just sit on information—we share it. No one has to solve a problem by themselves. We can rely on one another to come together quickly to help fix it. Everyone is just a phone call away,” Pratt adds.

Leadership also models advocacy and recognition. “Our trade partners, and especially DPR’s self-perform work (SPW) teams, have been incredible. They’re always willing to collaborate, adapt and move wherever they’re needed most. During the Labor Day weekend push, the SPW group mobilized multiple crews to complete critical work, enabling us to stay on track despite challenges. Their flexibility and problem-solving mindset make a huge difference on daily basis,” said Donnick.

This culture of belonging creates tangible results. When people feel valued and connected, they take ownership and collaborate without hesitation. That connection translates directly into measurable success. With the project moving into its final stages, the results are clear:

• Zero safety incidents.
• On-schedule performance.
• Zero staff turnover.
• High engagement throughout a 70-day shutdown.

The team’s experience mirrors national research showing that teams with high emotional intelligence experience up to 25% greater productivity and 50% lower turnover. Emotional intelligence fosters psychological safety, which in turn drives collaboration, innovation and resilience—especially on critical fast-track, technically complex projects like this one.

“When people show up on their days off from this intense schedule to support the team and even bring some donuts, that really speaks to the culture we’ve built—respect, resilience and community,” notes project safety leader, Sal Amadeo. “That kind of commitment shows people aren’t just clocking in—they care. They’re looking out for each other, staying sharp and making sure no one gets left behind. That’s what safety looks like in real life.”

“I’m just really impressed by the people on this team,” adds Donnick, “Everyone is willing to jump in and help, whether it’s solving a technical issue or taking time to explain something to a newer team member. That’s what makes this team special.”