January 6, 2015 Leave a comment
As a follow up and conclusion to Decembers post “How to Secure Executive Support“; The third thing you can do to establish executive support is take the resources and funding you have and begin to make incremental progress toward your objectives.
At The End of The Day, All that matters is: Can you deliver? I have run into several challenges over my career from jealous territorial co-workers, political positioning and the only advice I can provide is to persevere because at the end of the day all the matters is who can deliver.
Every time I have been asked to build out a team it is usually because there are no funds, no strategy, and resources that may not be motivated or appropriately aligned. One time I came into a position and found myself sitting across a table with two senior professionals and an overworked IT manager discussing in excruciating detail the most minor of issues for 90 minutes. I could tell from the look on their faces that they had been beaten down, had no direction and exhausted from not being able to get anywhere. At the end of that meeting I just looked at them and said. “At the end of the day. ”It doesn’t matter how big our team is, how much money we have or how important our jobs are to this company.” “The only thing anyone cares about is if you can get shit done.” If you can’t deliver then nothing else matters. Plus starting in a new role, I wanted to have fun. “And the way that I have fun is feeling a sense of accomplishment by getting shit done.”
I didn’t realize what impact that statement had on these people at the time but months later I found they had adopted the phrase “Get Shit Done” and would often repeat it back to me as if it were a proud war cry. It even go abbreviated to the point where we would just say “GSD” and get to work.
What we did next was put together some plans of items we thought were needed and then started executing against those plans to deliver. Rather than having endless debates about a column widget wasn’t formatting with a particular font we stepped back and focused our energies on upgrading the entire platform that resolved over 2000 bugs and provided additional features that were more valuable than that one widget.
Six months with $132,000 later we upgraded the community platform, fixed over 2000 bugs, implemented a totally new design with new navigation and dozens of new features. Our little team of three had done more in six months than had been done in the previous four years combined. And it was all because they believed they could. It was disruptive, it wasn’t without battles but it got attention that I hadn’t originally expected. I now had teams with budgets in the millions and dozens of resourced coming to me and asking how we got so much done with so little. I still don’t know the answer but I think it was because we were having fun. And because we were being successful at completing things it just gave us more motivation to keep going and do more.
The next year we had to continue to fight even though our little teams success had gotten the attention of the entire executive team. But we still didn’t have a budget and or any additional investment to keep up with our plans. With the help of my VP, we just keep pushing and pulled together an roadmap and investment plan that we thought would get us started. It took about 10 months of persistence but we finally got what we asked for and more.
The next year our little team of 3 with a $150K budget exploded to an international team of 10 with a $5.6M investment. I like to think we were the little engine that could. And it was all because we “Got Shit Done” and continued to do so.