Do you want to know something weird about me?

I like managing massive projects. Whenever I see something that seems insurmountable like a deadline looming with over 20 stakeholders, my brain immediately goes to breaking down the timeframe for meeting deadlines, and how to best approach stakeholders for their pieces with clear communication.

I’m positive I learned this working on proposals for 100 years (j/k only like 10) while I was in the engineering industry doing marketing. We would chase after projects in the multi-million dollar range with SO many stakeholders that we needed information from. Some had a stake in providing what we needed, and some couldn’t be bothered. Those that couldn’t be bothered had to have a lot more hand holding, and google was my very best friend.

It’s really easy to screw up, like sending an email to everyone without clear instructions what specifically you need from them, and WHEN you need information. You will create such a nightmare of back and forth email/phone conversations, become quickly overwhelmed, and honestly lose respect from those you are reaching out to. I will openly admit, I learned these things the hard way.

It also takes a special, practiced ability to lead folks that do not report to you. I need something from them, so I have to tread carefully in asking for their most precious resource, their time. I think viewing them as partners in the project is super helpful, that and super clear communication.

There is some serious personal joy when I take a process from mediocre to productive. I learned a lot working for engineering firms, responding to requests for proposals from municipal clients on sometimes insane deadlines. I’m glad I transitioned to the non-profit world EVERY.SINGLE.DAY, but I’ve got to give thanks where it’s due in my leadership journey.