I knew I'd let it go a bit too far.
It started small.
A simple "Let Rachel handle it. She's faster at it."
And normally I wouldn't mind.
But something about the situation sparked my notice.
Maybe it was the companion comment about it being "complicated."
It came up a second time and a third. Until finally, something had to be done about it.
Signals vs Stalls In That Messy Middle Of Project Management
There's always this messy middle point of a big initiative.
Where the change part is overwhelming, the newness of what needs to be adopted feels so-not-worth-it, and you (or maybe someone on your team), is ready to throw up their hands, walk away from the initiative, and say, "I'll just keep doing it the old way."
This is where projects stall, new tech gets paid for but never used, and you wake up a year later and realize that particular process improvement or business upgrade is still on your wish list.
(Or worse, you've paid for something - like a software, coaching program, or a strategic plan - but never put it to use in the way you meant to.)
Often the job in the C-suite (or managing partner suite) is to keep the project moving along, even (and especially) when those barriers go up. Or make the, hopefully proactive, decision to turn things around and either truly retreat or take a different path.
So how do you notice the warning signs, and, perhaps even more important, decide what to do next?
The Yield Sign: When Hesitation and Resistance Signal a Need to Reassess
Normally I would embrace the situations where someone trusts me to get something done.
(In fact, among my favorite phrases is "Great, Rachel. Go do it!")
But what I saw was a client who was beginning to rely too much on my expertise and too little building the experience they'd need to start use the new system day to day.
Think of this like the yield sign along the side of a road.
You aren't going to stop moving forward, but best practice is to pick your head up and make sure you're merging your process (in my case, to fully push forward onboarding a new system) with the concerns of those around you.
This can be solved by getting understanding of the concerns, having the honest conversation and yielding to what's best for the end goal, even if it's not the most efficient in the moment choice...
"You're getting nervous because you haven't been using the system. You think it's easy for me because I'm somehow different and special, but it's just because I'm in there navigating it day to day. Once you are in there, you will get used to it. Do you want to take the reins on our next call?"
The Dead End: Beware of Old Patterns & Shiny Objects
Just this morning I hired a contractor to shift a number of legacy course assets from one platform to another.
Embarrassing to admit but this was my 4th (???) course platform in 6 years. I've lost count.
But earlier, when I thought having an online course or membership or group coaching program would be the best thing since sliced bread...
And being a client experience focused person who likes process and automations (and who will, unnecessarily, build a business for thousands when I really just needed to get it off the ground)...
I easily convinced myself (over and over it seems) that having a new platform was an appropriate thing to prioritize.
So I'd find the platform. I'd set it up. I'd structure the automations and API calls and online carts and the marketing campaigns. (None of this outsourcing thing!)
And then I'd struggle to fill the seats.
Call it avoidance or Shiny Object Syndrome or relegate it to wanting assurance of a future outcome...
I know I'm not alone in this.
It may be a different shiny object feeding your distraction, but these are the dead ends that can make 10 years of business feel like 1 year repeated 10 times over.
And let's be honest here. It's often emotionally driven.
In retrospect, I didn't love the idea of actually running the programs or building the volume of online leads I'd need to meet my financial targets.
A "scalable course" or "lifestyle income" was what I thought I wanted, or thought I should want after a stressful corporate career, but my heart wasn't in it.
(Contrast this with the high touch fractional COO work which I love waking up to. Plus I can give you all my advice right here instead of putting it behind a paywall. If you want my help implementing, all you need to do is reach out.)
Beware of going down multiple, duplicative paths only to find yourself at square one again. Don't do change for the sake of change (or, ahem, self-soothing procrastination).
The Detour: When Changing Course Is the Right Move
Sometimes though, we really do need to take a new path.
Instead of being emotional about this course platform decision, which I fully admit to having been in the past, I came into this with a very clear vision of my business and where I want it to be in the next 36 months.
I could stick with the fabulous but expensive platform I was using knowing that...
- I have zero intention of adding any clients to it in the next 12-18 months (Not part of my strategic plan)
- With everything loaded already, all I'd have to do is pop in my credit card and everything would be right where I left it (An "Open Door" decision)
- It was now or next year, considering I was on an annual subscription (Fiscal responsibility and... deadlines!)
And switch to an already paid-for platform that would...
- Functionally house all the "lifetime" access programs I'd offered people (Meets my client experience values)
- Give me some options if I want to sell parts or the whole of previous programs (an "Open Door" decision)
- Has a 10x ROI and a 1 month Payback Period. (Meets financial goals)
If you're going to pivot... do it because it fits your desired outcomes, your measures of success (KPIs) and your values.
Not because of your desire to fulfill an emotional need or shortcut the pain of process improvement.
Note: If I had decided to do the transition myself, this would NOT have fit my financial goals and KPIs. Hiring out was key to the ROI and Payback Period working out. (This time around) I care that the assets aren't lost, not about building out something new just to challenge myself or make myself feel busy.
The Stop Sign: When to Hit the Brakes
What about when there's truly a need to hit the brakes?
Let's just say it's the opposite of the Detour.
- It no longer helps you reach your financial goals or your other KPIs.
- It's missed the mark on your strategic plan.
- It undermines your values.
- And it's turning into a Closed Door, not Open Door opportunity.
This is the Sunk Cost Fallacy, something used by my investment colleagues had to consider anytime their investment thesis was violated.
As much as you might be emotionally attached to the idea of it...
If you wouldn't invest in it today, it's time to say no.
Hesitancy, worry, change management, a shiny object. Those are reasons, perhaps, slow down and reconsider the process. Not change the pathway.
But if your pathway or project is no longer steering you toward the desired outcome, whether it's driven by financial, reputation, planning, or all of the above...
That's where we hit the brakes, absorbing the costs and the lessons along the way.
