"Victory comes from finding opportunities in problems". Sun Tsu
Projects don’t always fold because of external assault.
Lack of attention of the little things that become big, and internal disputes and competing agendas, can also shift the needle and your project off course. COVID has only accelerated this, creating more noise and change through necessity.
Having worked in projects of half a million to $5.4 billion in the last 2 decades, there is one approach that has stuck with me over the years, as it addresses the biggest issues.
This method is The Art of War, written by Sun Tzu’s (5th century BC) an ancient Chinese general whose military strategies has been identified with the most famous generals in history, and resonates in business today.
I’ve provided a high-level summary of 10 of Tzu’s strategies, thanks to Karen McCreadie’s Sun Tzu’s The Art of War (Infinite Success), who condenses this in layman’s terms and with case studies.
Tactics you could consider when facing sticky problems in the workplace include:
1. Act Fast
‘Cleverness has never been associated with long delays’, Sun Tzu.
Protracted or long drawn-out arguments between project teams, strategic partners, or key stakeholders, impacts morale and precious project resources and budgets.
Ø What activity or niggling issue has been sitting on your to do list for a month?
Act! Do something about it before it impacts your project for the worst!
2. Pick your battles
“Pick battles big enough to matter, small enough to win”, Jonathon Kozol, American activist.
We all know how the internet is levelling the playing field.
To minimise risk, map out your internal and external stakeholder list and know what drives them. Also, be clear what your project negotiables and non-negotiables are, so that you reduce misunderstandings and avoid mismanaged expectations down the track.
By being clear what you can or can’t deliver, and you will avoid or minimise angst in the first place.
Ø Before you talk to any key stakeholder, ask yourself, why should they care about your project?
3. Run with opportunities
Remain flexible in changing conditions and be prepared to follow the advantage when it occurs. When an opportunity presents itself, exploit it to the max.
Ø Is there anything in your project you could leverage, such as strategic connections, resources, time, or money elsewhere to amplify your project deliverables?
4. Turn misfortune into gain
When there’s changing conditions, it’s important to adapt to whatever shows up. Always seek to find something good from every challenge you face.
Ø Ask yourself, what opportunities could I take advantage of in this situation for the good of all?
5. Size does matter
“The world is changing very fast, big will not beat small anymore it will be the fast beating the slow”, Rupert Murdoch.
Consider your top priorities in your project and anticipate how individuals or groups, technology disruptors, or another pandemic, could influence your project or industry over time.
Ø In your project timeline, could there be contention along the way even with your current project advocates or project ‘besties’?
6. Ensure your big picture (or someone else’s) is possible
“The belief that one’s own view of reality is the only reality is the most dangerous of all delusions”, Paul Watzlawick, Theoretician (1921 – 2007).
I think we’ve all come across leaders who make unnecessary requests, or worse, who’ve made grand gestures or promises that eats into project budgets and timelines.
Sometimes it’s useful to have a pessimist on the team, someone who will raise objections and find the problems.
Ø Do you have someone in your team who can do the sense-checking tactfully in your project?
7. Stay humble
“Humility leads to strength and not to weakness. It is the highest form of self-respect to admit mistakes and make amends for them”, John McCloy, Lawyer and Presidential Advisor.
When you make a mistake, admit to it, remediate (if required), then move on. Pretending it never happened will only lose you respect and create distrust with others.
Ø Think back to a time when you saw a leader deny something, how did it make you feel?
8. Employ the right people for the job
“3 rules for sound administration: pick good men, tell them not to cut corners, and back them to the limit. Picking good men is the most important”, Adlai E. Stevenson (1900-1965), U.S. politician.
Putting people in charge based on factors other than ability and experience is dangerous for a project. Don’t look to see who you’ve got and see if they fit, find the right match.
Ø Imagine your project 3 months down the track, what does this person need to do daily, and could they handle sticky-problems well enough to protect your project for the good of all?
Ø Are there any people in your project lacking in knowledge or skills that are causing pain for others? Help them get up to speed or navigate them to someone who can asap, otherwise they could cost you major grief down the track.
9. Build strength and agility through systems
Whether you are managing a major project or a small technology upgrade, you may need to institute systems, procedures, and protocols.
People need to know how to communicate with one another and know how to escalate a problem or a complaint, so it’s resolved or remediated in a timely manner. Ensure consensus amongst key stakeholders and strategic partners with clear service level agreements and escalation protocols - to avoid grief later for all concerned.
Ø Regardless if you are a small project or a big one, is there anybody in your business or team whose sudden departure could cause chaos?
Ø Do your internal stakeholders know what you are up to and where to navigate enquiries?
10. Talk to each other
“You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere” Lee Iacocca (1924 – 2019), American Ford corporate executive.
Clear communications must be fostered from the very top to the very bottom and back again if the ability, skills, and potential of any project are to be fully realized.
Ø What channels of communication or feedback loops do you offer so that enquiries are addressed, or ideas are heard respectfully and in a timely manner?
Running a project successfully is about managing change and people’s competing agendas effectively, it is also how you maximise and leverage opportunities along the way that will make or break your project.
If you would like a ‘free’ copy of my summary of McCreadie’s condensed version of The Art of War, or want more information on how TrueRes Solutions can give you cut-through on project buy-in and stakeholder engagement, contact me: info@trueressolutions.com.
