Destination and distraction, you need one despite the other.

In the realities of life there are many, varied circumstances that distract us and cloud our ability to see beyond the task at hand. These distracting circumstances keep us from taking the proper steps to deal effectively and efficiently with those very circumstances. It can become a vicious cycle. The only way out of this vicious cycle's ever tightening spiral is knowing where you're headed and knowing how you intend to get there.

As an example: you’re assigned the project of fitting up the marketing department with new office furniture. Sounds pretty straightforward: inventory what they have for furniture and order new replacements. We all know it's never that easy. Just think about replacing your refrigerator. The 25 year old model you have isn't made anymore and the new ones aren't the same size. Besides, your family needs a bigger one but the space in the kitchen where the old one was won't fit a bigger one. So, the dominoes start lining up. I think you get the idea.

Let’s enumerate some of the vast numbers of potential circumstances that can distract us from our prime objective. They steal our time, motivation, and attention. They must be seen for what they are: obstacles. Developing skill sets that allow you to deal effectively with these obstacles, whether through experience, training, or education, will increase your ability to reach your destination with the greatest amount of success.

Rarely do we get a team solely under our command and solely dedicated to one project. We have to share. This means competing time-lines, scheduling issues, and team members with more than one team leader (“a man cannot serve two masters…” Matt 6:24). Having a clearly defined destination and road map allows you to present a structured approach to your project which can often encourage your team to give your project the priority it needs.

Typically, projects are set in motion to affect change of some sort, whether to a system or an environment. If the objective is to promote the status quo, there’s no real project. People, in general, hate change. How many people you know buy a new computer and then rave about the new Microsoft Operating System it came with? I believe most of this hatred evolves from fear: fear of the unknown, fear of losing the comfort of status quo, or some other phobia. Whatever the cause of the fear, it will be a direct or indirect obstacle that I call fear of change. Let me illustrate:

One of the issues in the layout of your marketing department is the continued growth of paper files and need for additional storage space. Due to overall space limitations you can’t provide more room for additional filing cabinets. Scanning and storing them on an IT server is one option but IT has such a bureaucratic jungle in place it will take 10 lifetimes to make that happen. Using an alternate, more compact filing system is another option. Either one means change and that could be (and more than likely is) a sticking point with your customer.

While I’m making up hypothetical obstacles or distractions, let’s say the marketing department head doesn’t like you. No particular reason for the dislike, he just doesn’t. You may know this from subtle things he says like referring to you as “that F@#%ing guy with the beard” or some such indicator. You can’t let distracting obstacles hamper progress and mission failure is not an option. You have to press ahead as if there were no issue and more often than not the underlings are your primary contacts anyway. Even when seeking design approvals, someone usually steps up to act as an emissary. Not reacting to antagonism, nor trying to overcompensate, but remaining professional will earn the respect of the rest of the group and eventually that of the antagonist (maybe).

Sometimes your biggest obstacle to success is the individual who assigned you the project in the first place. He no sooner assigns you the project and then breaks out the shackles. So often I see managers who got their position for reasons other than their job competency or leadership ability. It shows when they are asked to make decisions. They focus more on the impact it will have on them with little to no regard for the impact it has on you or the customer.

As I said, your new design/layout cannot look like the old layout because it just won’t fit. Showing up in the boss’s office with a total redesign asking for approval is the quickest way to get a “NO.” You have to keep the approving authority appraised of the situation as you go. That appraisal process invites numerous opportunities for obstacles known as “Disapproval.” We had a cynical saying in the Air Force “Disapproved, resubmit in 90 days for further disapproval.” That is not what you need. You need rapid approval of each submission to make your overarching deadline.

I don’t believe in manipulation. I know it works for some people but I don’t think it’s honest and I feel you sacrifice your integrity when you use it. I do, however, feel that sometimes we have to become involved in sales. Finding what is important to your boss, such as cost or labor savings, and then frame the issue so he can view it from his priority. This can help sway a decision. By swaying a decision, I mean helping the boss make the right decision instead of some arbitrary bad decision.

Sometimes it helps to have the customer intercede. This works better if done as the initial sales pitch rather than after your initial pitch fails. The assumed expertise of the customer can add validity to the need for a design change and you’re less likely to hear “disapproved” followed by that parental “because I said so” (As kids we heard it and as parents we say it because it covers up arbitrary bad decisions).

If all else fails and the change is of enough significance to warrant the development of bad blood between you and your boss, you can use the chain of command. Take the idea to your boss’s boss. With the lack of integrity of today’s managers I find this a risky, high stakes gamble so it’s best saved for important causes with clearly defined reasons. I always tried to create a work environment that was free of this sort of pettiness but it’s human nature and will always exist to some degree.

So...if you’re going to lead you have to keep your eye on the prize, as it were. Clearly define that destination and map out the road to get there. It will help you identify the real priorities and see beyond the obstacles in your path.