Keep your wits in chaotic situations. Success depends upon it. The irony is, keeping one’s wits is grounded in simplicity. It is challenging and can take all you have. It is a daily, constant activity.
Avoid confusing simplicity with a naive belief everything will work out somehow. Rather, it is about letting go of the urge to react when forces are demanding that you do. It is about keeping eyes and ears open and just seeing what is. This simplicity is a reflection of an on-going process rather than a goal. It has to be a process because of the fluidity of the situation. There is a constant shifting. Customers change their mind. Lead engineers quit. Technologies change. The list goes on.
Developing an understanding of the situation.
Practice discipline. Do what is right.
If everything were okay, what would I do?
Know what principles apply to each profession on the project. Work within acceptable variances determined by the relationships between principles. For example, sales should be aware of engineering limitations when negotiating options with customers. In turn, the engineers should be aware of how much flexibility they can maintain in order to support sales and accept some level or risk.
Maintain awareness. Stop. Breathe. Look.
Risk letting go of thinking about consequences, especially the ones that have personal impact. Clarity will surface. The picture may be pretty and then again it may not. The point is you’ll have a clear picture! From there you can move on to the next step.
Develop an understanding of the situation. Think.
By having a clear picture you can now think in a realistic manner. What does this mean? It means moving around in the space created by the first two steps mentioned above. Thinking grounded in this behavior leads to an understanding of the situation. The ability to see how things really are and what they could be surfaces. An understanding develops as to what it takes to get the job done.
The boundary between flexing and breaking comes into sharper focus. Change orders developed based on this approach are usually right on the mark. You will see when to dive into the details and when to pull back and let the team work it out. You’ll also see when scope needs to be cut or time added.
Being simple is part of the secret of being a good leader – something required in complex situations where managing is insufficient.