Simplifying Complexity

TLDR; It's impressive when leaders can distill complex information to a few clear points and then guide their team to straightforward solutions. In this installment of Leadership Bytes, we offer advice to emerging leaders on how to navigate complexity, make effective decisions, and achieve desired outcomes.

The Whirlwind

Back in February 2020, we experienced a whirlwind. Winning three contracts simultaneously meant we had to be ready for operations within 60 days. What’s more, they were with three different customers (Navy, AFRL and EPA) and spread across geographically disparate locations (Seattle, Los Angeles and Raleigh). Then the unforeseen chaos of COVID-19 hit, throwing everything into disarray. Suddenly, what seemed straightforward became incredibly complex. Communication with clients, procuring supplies, managing logistics, traveling and ensuring the safety of our team during a pandemic all became urgent challenges.?

Why the urgency?

1. We were informed on January 31st of the contracts but didn’t mobilize until February 6 because leadership assumed a delay until debriefs and the protest periods cleared.
2. We had no lodging, flights, rental cars, office space or administrative support identified at any of the locations.
3. Two weeks into the transitions, the customer was directed to not report to the site however we were all deemed mission essential and requested to report daily.
4. We had to buy 200 computers in 60 days.? Moreover, our previous process was to send them to a location in Tennessee to be formatted and then have them shipped back.
5. We didn’t have any mask, hand sanitizer and several of our team members had high risk issues that we had to prioritize their health over them being onsite.
6. We had to purchase approximately 200 vehicles and 25 pieces of heavy equipment (buses, dump trucks, forklifts).
7. We had to bridge three large Collective Bargaining Agreements (CBAs) with the United Steel Workers, International Union of Elevator Constructors and International Brotherhood of Electricians
8. We had to keep our other 9 contracts going while providing stats for COVID on a weekly basis and attending never ending COVID meetings.
9. We had over 100 arduous government contract deliverables to submit in the 60 days and the government gave us no relief as a result of COVID.
10. Lastly, the company decided to reorganize our Performance Unit as a result of us winning these three contracts.

We executed at the highest level possible and the outcomes were greater than expected. In doing so, we extracted the key principles expanded-upon below.?

Pause to Accelerate: Like a quarterback scanning the field for five seconds before being sacked, or an EMT assessing a horrific scene as he/she approaches, sometimes slowing down is the key to moving forward efficiently. Take a moment to digest complex information, breaking it into manageable parts. Rushing can lead to costly mistakes but there must be a sense of urgency.

Establish Clear Priorities: When faced with complexity, establish a simple value system. For us, it boiled down to People, Customer Mission, and Requirements. By prioritizing employee safety and welfare, fulfilling client needs, and addressing the highest priority tasks first, we cut through the complexity and stayed on track.

Avoid Overcomplicating Things: Resist the temptation to overthink or invent scenarios that add unnecessary layers of complexity. Instead, focus on identifying and mitigating risks while keeping solutions straightforward.

Rely on Your Team: No leader can have all the answers or do all the work. Even the POTUS has a cabinet of trusted advisors to help him digest complex situations and make informed decisions.?? Trust in your team's expertise and rely on their insights to tackle complex challenges collaboratively. Asking questions and tapping into diverse perspectives can break down complexity into manageable steps.? Working with your team to understand risk and possible outcomes to develop backup plans is also important as complex situations have unpredictable outcomes in most cases.

By following these principles, we launched three new contracts, onboarded over 400 employees, and each customer indicated the transitions were the best they had ever been a part of. We further procured essential supplies and adapted to unforeseen circumstances all while maintaining high performance standards on our other contracts. We did it in 60 days, with a limited set of people supporting all three transitions while facing a generational pandemic.? "Cutting through complexity does not always mean identifying complex solutions. Often, it is the simple solutions that are the most powerful."

RIP to Allen Derby who we could not have done this without. This man could simplify the most complex situations through the gift of gab and not being afraid of anything.

Robert Poche Larry Koenenn Dave Brewer, F.SAME Wetmore Michael Cindy Robertson Travis Leech, CSP Brian Overbay CMRP, CRL