The Management of Doing

The management of doing is as important in many cases as the doing. Let me repeat that again so it sinks in.

The management of doing is as important in many cases as the doing.

As a student of history, I am constantly amazed by the story behind the story. Meaning the work that gets someone to where they do the work that makes them, or that moment, famous and historical. To lightly quote Jim Collins from ‘Good to Great”, “While the practice of engineering continually evolves and changes, the laws of physics remain relatively fixed.” Foundational principles and lessons are timeless.

A quick story about U.S. Grant, yes that one. When General Grant moved his troops (as he did for years), most of the time he was in hostile territory far from the comforts and support of the North. Because of this, he had to focus just as much attention on how he would do that and support his troops, as he did on the actual battles themselves. And often, many of the battles were determined by his ability to supply his troops (tens of thousands of them—now that’s scaling).

We’re not just talking about ammunition. Water, food, rations if it was a long march from a fort. Livestock and horses to move everything, forage for those livestock and horses. Where to get the food, how much food. Could they get comforting soft rations like coffee or sugar? Clothing, shelter, you name it.

Without that foundational support, no matter how impressive his army looked on paper, it would fail.

He didn’t just give them basic tools (weapons in this case) and set about on a charge. He understood what was needed on the front line, physically and emotionally, as well as rear, supporting forces from personnel to processes and tools. Leadership and success require conscious action and effort, and goes well beyond just hiring people, generating leads, and having a desk for them (target, tools for attack, and location).

It requires systematic support and thought around what creates the best environment for short term and prolonged success. The management of the doing before the doing.

If your people, or troops, have the systems, processes, mindset, strategy, and proper tools in place before they go into battle—they will be successful. If not, you’ll find yourself wondering about and eventually out of options, no matter how great your army could have been.