A project framework without flexibility and accountability - is a false start. 

Clarity on strategy is a beautiful thing and it is worth writing down. Accept that you won’t be able to anticipate every eventuality for your project. BUT be bold enough to try!

As important as you are, the project strategy needs to be shared and the burden released from your leadership and beyond a tight circle of influence. Don’t get me wrong, there will be days when you’ll perform at the top of your game based purely on instincts and information floating around in your head. So, consider your plan a safety net to offload burdens and gain perspective when you need it most.

When I say ‘plan’ what I really mean is a framework. 

Think about establishing some healthy parameters that can be adjusted when required. I encourage you to be open to receiving wisdom to improve these parameters or rules of engagement, as you go. Your framework should be a live document with a degree of inbuilt flexibility – achieved without flip-flopping. Because we don’t want to waste energy there right?

I champion the use of a framework that can be tuned as the project develops and has a healthy dose of future-gazing in order to anticipate the opportunities and obstacles ahead. 

Having a vision plus a well-defined scope and a solid framework in place can be a beautiful bit of clarity. But equally, it can be liberating and motivating to go outside of its constraints occasionally. Handle with care, obviously. But really, doing something with the right intent, whilst being conscious of the impacts and how it aligns to the vision, budgets, and purpose, is no bad thing at all. 

Opportunities can arise from the strangest of places. Being too rigid about your plan might mean that you miss them or dismiss them too quickly.  

So be bold and create a framework that is clear but leaves details to be discovered, shaped, and communicated throughout the process. It’s much better for your team members to be talking about the plan than thinking about reading it someday!

Assigning accountability is just as crucial as defining a strategy. Without appropriate ownership for delivering on your strategy it is paper-thin and by default will fall on the shoulders of leaders who happen to be most visible. 

First define what accountability is necessary, then set about finding the best individuals to take on these challenges. We’re not aiming for random assignments, but it’s an opportunity to dig deep and discover the talent and expertise within your team or that you may need to acquire. 

You’d be hard-pressed to find an accountable person who isn’t committed. But let’s face it, commitment on its own has an innocence to it. If things don’t go to plan, committed people generally focus on fixing it but don’t need to worry about diving into a deep introspective of what went wrong. Unless this is what drives them personally.  

If your project is modest in scale and has very few specialisms involved, as the project leader you are probably best placed to take on the responsibilities for its implementation in full. But if your project is larger in scale or has several highly technical or specialist requirements for it to succeed, I would caution you against taking on too much responsibility and therefore accountability. In this instance, I recommend that you seek appropriate accountability partners. 

After identifying ideal individuals to take on accountability roles, consider whether you are enabling them (or yourself) to put the right support systems in place to reduce risk and optimise success. Be kind to yourself. We’re all human and capable of amazing things but also of mistakes. Clarity around accountability is useful for projects to succeed. But it shouldn’t exist on its own without an adequate support strategy, a vision, framework, feedback loop and the ability to track progress. 

The goal is to put systems in place to either start, stop, or continue doing something with greater speed, accuracy and enjoyment. You want to enjoy it right?

Test and tweak these systems until you see evidence of progress. Who might you need to release from the burden of accountability today and instead praise their commitment? 

Alternatively, who might need to be encouraged to step up and take accountability to strengthen team capabilities and to lighten your load?

I am keen to spark conversations for leaders within the built environment. I have written a book that is intended as a pragmatic blueprint to support courageous leaders in pursuit of high-quality project outcomes.

Our industry has some amazing opportunities and challenges ahead, that can use collective wisdom. You can check out my new book BUILD SUCCESS or follow me with the links below. 

Wishing you success!