Very rarely does a project start from scratch. Long before the consultant has been engaged and the ink dries on their contract work is usually well underway in large companies where the client or manager is eager to show progress to stakeholders; and in smaller companies bits and pieces of abandoned work lie around waiting to be handed over to the consultant who wins the job. While most are trained to lead projects from a theoretical inception the problem has already been tossing in someone’s mind and they are looking for help in organizing (project management), analyzing and synthesizing (business consulting) deconstructing and linking (process) their ideas or just to magnify (ideate) and evolve their concept.
So, if you are joining a fast-moving project train there are a few guardrails you may want to consider in keeping your project on the path to success.
Rule #1 Don’t interrupt the flow. Your first impulse might be to slow the moving train but when joining a project that is already underway and has a team with a working dynamic, “Don’t disturb the flow”. Find out how the group is organized, what is working and jump in feet first but stay in the background. Your client might tell you there are open to new ideas, suggestions but they are just trying to make you feel comfortable and get you settled into the team. At one of my engagements, I was more than excited to get the party rolling; after two mildly embarrassing gentle rebuffs that began with “Well I think what we need to share with you..” I realized that those were just welcome statements. I observe that hands on leaders that are into the details may be a bit more wedded to their approach though they may ease up a bit once they know they can trust the consultant. And trust is important because remember it may be the first time you are working together so if the client does not sit you down and give a good intro, outline their wants and outcomes and tell you they expect your guidance on how to go about getting to results fall back and follow their lead.
Rule #2 Observe work styles which involves studying the key leads and all those who might be part of the solution. Try to understand how they make decisions: are they open or closed in sharing information? Pay attention to the team dynamics, identify the key influencers and decide whether to nurture or neutralize, identify the squeaky wheel who may “hinder” progress and find ways to be empathetic and let them know they are heard and understood even if the solution is out of your control. In starting an engagement there was one stakeholder who in our first one-on-one meeting shared all the blockers their group faced; at the very first team meeting the same issues were raised. We were able to set up some more time to understand all the issues and going forward I ensured that I reiterated the issue first thing to keep the team progressing. Workstyles are so important; as a consultant one must match the energy, anticipate reactions, decisions from the team and use the information collected to guide the initiative forward and deliver the desired outcome.
Rule #3 Decide when to get in the drivers’ seat. In Rule #2 one will be able to tell how fast paced the project is moving, how much change can be made and how quickly. Knowing whether to use direct or indirect approach will be key to a smooth transition in leading the team. If in a project management role, I recommend starting with the peripheral pieces of the process such as reporting while earning the trust of the Team. Take opportunities to understand the activities underway by asking a lot of questions that help the group become more comfortable with a new leader/guide and start tailoring the approach or plan for the initiative. Even in building the project plan or approach make sure that there is a low-risk option that can serve as an entry point; don’t forget to tell the client this is a starting point and will continue to be built out throughout the journey. Give client/stakeholders a hard date for when they can expect the initial framework, approach, plan or design that will define the work or cadence. Be mindful to not let stakeholders feel that a shift in approach is adding complexity or changing the project velocity. In reality you are prying the work out of their hands, and this is much easier to do in small chunks.
Rule #4 Be flexible but maintain a stable course in making progress towards the intended outcome. Now that you have literally jumped into the project and are holding the steering wheel be willing to course correct on the journey. If a deliverable or action is not well received acknowledge it and move on; always think of how meetings, deliverables etc. move the initiative forward. Know the difference between materials the consultant vs the team needs. If the manager glosses over a spreadsheet that you spent five hours putting together or a concept you invested kilowatts of brain energy noodling, it should not be shown to them again. Think about salient points stakeholders need to see, don’t repackage but communicate that which they precisely need to know. After all, if questions are asked or more information needed one has perfect opportunity to pull out the additional information. Leading projects is as much about taking the team on the journey as it is about achieving the set outcome.
