CAMBRIDGE, MA — Anthony Galluccio, land use and permitting attorney and law partner at Galluccio & Watson LLP, is issuing a public alert about a common and avoidable risk he sees across communities and careers: moving forward without understanding the process. After decades in public service, law, youth coaching, and charity leadership, Galluccio says the same mistake repeats itself: people rush and decide internally that their project is "good for the community" without engaging with those who will be affected.
"How would you like it if a team of suits came and told you how you should feel about a project in your neighborhood?" Galluccio asked. "The first public meeting should be after months of listening and getting to know your neighbors. Start ahead, stay ahead. Start with mistrust and you may never recover." Galluccio emphasizes that public process is his trademark, and while some clients resist it, they either listen or learn the hard way. He advises treating people as you would want to be treated if the project were in your neighborhood. "Some developers focus on the real anti-everything activists and then lose the forest through the trees. Loud critical voices are just part of the process and do not write them off as people you can never satisfy. Opposition can be cooled and opponents can become supporters. Good intentions aren't enough," Galluccio said.
This risk is common across industries and communities due to what Galluccio calls a "bunker mentality," where highly paid teams sit around for months telling each other what a great project it is. Studies show nearly 60% of project delays stem from poor planning or unclear processes, and more than half of people report avoidable stress linked to last-minute decisions. Research suggests 40% of daily actions are habit-driven, meaning unplanned habits often guide outcomes. Communities that lack public engagement in planning processes experience higher conflict and longer approval timelines. Teams that skip preparation meetings are significantly more likely to miss deadlines. "Speed feels productive," Galluccio said. "But getting real buy-in is what actually moves things forward."
The common trap to avoid is "drinking your own Kool-Aid," Galluccio warns: sitting around the table at the architect's office allowing the project to evolve without public interaction or laying groundwork. While it's important to have a feasible project, passing around your own Kool-Aid is not helpful. Real feedback must be obtained before the project is introduced, as it can take months or years to recover good faith in the community. "Permitting isn't fast work," Galluccio said. "It's trust-based work." Whether it is a project, a role, or a responsibility, skipping steps often creates more work later. "Community process saves people time later," he added. "You either invest it upfront or pay for it later."
To help identify if you are at risk, Galluccio offers a quick self-check: Did you skip community process before introducing the project? Do you allow created deadlines rather than actual benchmarks to control the process? Do you rely on urgency instead of preparation? Do you resent challenging questions? Do you assume approval is appropriate without confirmation? Do you see compromise as failure? Do you skip planning because it feels slow? Do you see criticism as an opportunity? If you answered "yes" to three or more, this risk likely applies to you. For those feeling rushed, Galluccio recommends refining success as getting feasible entitlements approved on a reasonable timeline, not an internal one. If unclear about outcomes, be fluid and allow the project to evolve with community input. If feeling resistance from others, encourage process that creates specific requests and embrace change so the project becomes "theirs" not "yours." If overwhelmed, remind yourself that no one is entitled to permits—they must be earned.
Galluccio calls on leaders to comfort the community before they are unnerved and to tell them there will be another meeting before the first one starts. "Community anxiety is the enemy," he said. "Trust is built when you show up consistently and respond to concerns. You have to get beat up, endure, and prove to the community you are worthy of partnership." Anthony Galluccio is a Cambridge-based attorney and law partner at Galluccio & Watson LLP, where he focuses on land use, zoning, and permitting. He has headed up historic rezonings, community benefits agreements, and permitting of some of the largest projects in Cambridge and Somerville. Much of Kendall Square, the life science epicenter of the world, has been driven by zoning advanced by Galluccio. He previously served on the Cambridge City Council, as Mayor of Cambridge, and as a Massachusetts State Senator. His work centers on consensus building, consistency, and community trust.
