The ‘25 Steps
On the eve of a new year, I can’t resist the impulse to make resolutions. Or to put it more proactively, my impulse is to resolve to do things. Do new things that I’ve been meaning to do. And perhaps resolve to stop doing some things that I’m doing for no good reason.
Since DW Endeavors is about helping plan and manage projects that move organizations forward, here’s the way I’m resolving to approach projects in the year ahead.
#1. Get Organized.
It doesn’t matter what system you use, you just need a system. I do, anyway. A routine way to keep track of what needs to be kept track of.
I see people use everything from sticky notes to digital sticky notes to old-school notebooks. I know one person whose inside jacket pocket always bulges with a stack of papers folded lengthwise with various columns and boxes. Notes written in different colors to denote different actions required as follow up to each note.
My system works for me. It’s a hybrid of handwritten notes which get transferred as needed to project management software. And there’s tasks with reminders logged on my phone calendar that beep at me all throughout the day. Because I work with clients who all seem to prefer their own platforms, I have a web browser window with tabs open on tools from Microsoft, Monday, Calendly, Asana, Evernote and a couple others I try to open as little as possible. But they’re there when I need them.
But that’s what works for me. For you, it’ll be a different set of tools. Whatever it is, make it yours. Stick with it and keep refining it. Last year, I splurged on a set of multi-colored Bic pens and it was a game-changer.
Don’t go overboard. Just find a system that works for you. Give yourself enough time each day to look over notes from the past few days. Make sure nothing slipped. I tend to write a new to-do list for each day, scooping up anything left over from yesterday.
Ultimately, getting organized is about being able to see more than a minute into the future.
#2 - Make a Plan.
Ok, now that I’ve gathered up all those notes, assigned those tasks and set those reminders, now what? The work won’t do itself. So what’s the plan? Better make one.
Why have a plan? Because you’re going to deviate from it. There will be tangents. Distractions. It’s inevitable.
At least when there’s a plan, you more or less know what passes for equilibrium.
A plan should consist of the fewest steps needed to complete the task or cause the desired effect. It should be incremental, bite-sized. Do what by when.
This is where it’s critical to be honest with yourself. What am I trying to do? Answer that question first. Then, what are the steps that have to be taken to make that happen? Start with what’s sometimes called the “major scope elements.” Step 1. Step 2. Step 3. Later, you can figure out Step 1a, 1b, 1c. For now, I try to keep it to no more than five, ideally no more than three steps. If it starts to creep into Step 6, 7, 8, then maybe it’s time to ask whether I’m actually making two plans at once. Are they two things that need to happen at the same time? Or is one dependent on the other?
#3 - Use Practical Tactics.
Success depends not just on what you do, but when and how. Is now the time? Is there actually something else that should happen first to set the stage or improve the odds? Maybe the next step is actually to wait a while. Just until something else happens. There are always external factors.
Have I built my case, made the argument, convinced the doubters and made sure of everything I need to be sure of? There will be inevitable ramifications. Am I ready to respond to what’s bound to happen next?
If there’s other people involved—a team, a vendor, a subcontractor—are they on board? On the same page? Do they know what to do? Are the right people in the right roles?
Being practical doesn’t mean abandoning creativity. It’s not at odds with being visionary. But being practical helps keep you centered above your skis and in touch with the solid ground beneath you in the real world you work within. Practicality helps turn dreams into tangible actions and ensures that you can sustain progress over time.
Practicality also minimizes risk, encourages adaptability and inspires confidence in everyone else that has a part to play in the project. If you are a practical leader, the people you are leading will respond positively. You’ll build credibility and reassure those who like to be reassured that they are following a leader who knows where they’re going.
What’s the alternative? For me, impractical equates to pie-in-the-sky. Snowball’s chances. Wasted time, dejection, and all other sorts of counterproductive negatives. What’s the point of that?
#4 - Measure. Review. Iterate. Improve.
Is what I’m doing working? Sometimes when I finish a task or create a deliverable, I feel like I’ve made some real headway on a project. Then I think about what the end goals are and wonder if we’ve really moved the needle at all.
So at the start of every project, after capturing the big objectives and goals—the ultimate things we need to accomplish—I map out the significant milestones and incremental goals along the way that’ll help us know if we’re headed in the right direction and still on the original timeline.
That’s where measurement matters. Equally critical is committing to the time to review those KPIs. Don’t just look at a dashboard every so often without giving it your full attention. Take a few minutes, think about where things stand. Is it going exactly as planned? In light of this, what’s the next step? Is it what was originally mapped out, or is it time to create a revised iteration of the plan?
You need a contingency plan because sometimes there’s a change in plan. Assess. Adapt. Adjust. Make sure it gets better with each revision.
Be prepared to double down—or do the opposite. Should you accelerate the plan, skip a step because circumstances now suggest it’s a sooner-the-better, perfection-is-the-enemy moment?
#5 - Build on Success.
When I organize and plan, then launch, track, and revise the processes in a practical way, I find that these tactics result in frequent incremental wins. The start of a new year is a tempting moment to set big 12-month goals: By this time next year, I want to…
But for each one of those goals, I’d suggest it’s worthwhile to map out interim targets you need to hit along the way. They could be quarterly goals. Or if your workflows have a different cadence, figure out a different timeline. But along the way, when does it feel like it’s time to regroup, check in, and perhaps rethink and recalibrate?
Hitting the annual goal feels great. Having quarterly targets gives you four chances to get the dopamine flowing. Each win is a springboard.
If you’re wondering how this kind of approach can be adapted to suit your workflows, let’s arrange a time to speak.