 Some of us are wired to think – and we do so deeply, thoroughly, and in spirals.
We imagine the possibilities. We anticipate outcomes. We consider people, timing, risk, and reward. Thinking is how we prepare. Thinking is how we protect. It’s good work. But thinking is only part of it. As Eddie Rickenbacker, an American fighter pilot in World War I, said: “The key to success is to think things through and then follow through.”
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 At a recent networking event, somebody asked Anita what her favorite project management tools are.
Anita’s answer: she doesn’t have any. As experienced project managers, we use the tools our clients are most comfortable with. Our clients’ favorite tools become ours. The question, however, prompted us to think about our favorite things. What helps us find beauty in the world? In our work? In our lives? At Reach Partners, we emphasize values and process. We celebrate the relationships we build through trust. So, you likely won’t be surprised to see that many of our favorite things are experiences and traditions, ways of connecting with others. Others are simply things that make us smile as we do our job. It turns out we do have a list of favorites! Here they are:  You might know Reach Partners for one type of project—meeting facilitation or event strategy and execution. But did you know our work extends across a wide range of industries and needs?
At Reach Partners, we love helping organizations turn ideas into action. Our work varies, but our purpose remains the same: to extend the capacity of leaders and teams and guide projects from vision to completion. One way we showcase our work is through case studies. These real-world examples highlight how we become a trusted partner, helping clients navigate challenges, prioritize solutions, and bring their projects to life.  Empathy is often seen as a soft skill but make no mistake—it is one of the most challenging and essential tools for effective leadership.
Jon Micheels Leiseth, Theatre B’s artistic director, offered a powerful reminder of this during his Creative Mornings session titled Threads. He shared a personal story of feeling miserable while navigating the diverse needs of his collaborators while adjusting to new directing challenges. A mentor’s advice helped him refocus: the project itself is the baby. This advice shifted his perspective from managing people’s emotions to birthing the work. It allowed him to align his skills and energy with the purpose of the project. In both creative and business settings, empathy must be used wisely to avoid frustration. Otherwise, compassion overload can lead to a resource drain.  Trust is a strange, living thing, isn't it? It breathes in the spaces between promises and deliveries, between what’s said and what’s done. It’s nurtured through small actions and gestures, yet it can sometimes feel as elusive as smoke.
Why do some clients trust us immediately, while others seem to withhold it forever? What is the alchemy behind trust? Let’s start with a simple ingredient: delivery.  I started running just before I turned 30. After realizing I had never completed a consecutive mile, I wanted to see if I could reduce the amount I sweat (my cooling system is a slick thing to be admired) and transform into a long-legged, running gazelle (nope).
Still, what I have discovered after years of trotting is there are similarities between running a race (like a half marathon, 13.1 miles) and the project management work I do at Reach Partners (everyday, baby). For both, success starts by committing to do what I say I’ll do.  My family and I recently enjoyed a vacation in North Carolina. We visited the beach, attended a professional hockey game, and cherished time spent together.
We also toured the Battleship North Carolina. This ship participated in every major naval offensive in the Pacific theater of operations during World War II. It’s now an authentically restored National Historic Landmark. As we walked through the exhibits and learned more about the important role this ship played, I had an ah-hah moment. At Reach Partners, we often use the analogy “we drive the boat” with our clients. It’s a way to describe the role we can play when an organization needs assistance. In North Carolina, I started to question what kind of boat we drive.  In the moments before the launch of an event or project, I’ve heard Anita repeat a sort of pep talk with the team at hand. It always comes during the inevitable scramble that occurs as a project comes to fruition.
During this speech she reiterates the purpose of the activity, project, or event. She also tells the team that she’s intentionally pausing on politeness during this last-minute crunch. From that moment until everything is running on its own, the team will not hear Anita say please or thank you. This speech marks a moment of distinction when the project transitions from planning to execution, when the team moves from preparing to doing. At this moment, Anita shifts her role from relationship manager to focused executor. Declaring this small, but philosophically significant juncture, gives her the critical permission to “go,” and signals the team to do the same.  Reach Partners knows the value of a wrap-up or lessons-learned meeting and how that can offer insight into future projects. We have talked about how best to present a Post Activity Report and who should be part of this kind of reflection.
But recently, someone asked whether it’s necessary to plan a wrap-up session when the event is never going to happen again. The short answer: yes. The longer answer, here’s why:  Asking for help is hard. Or, at least for many of us that’s true.
When we hesitate to ask for support, however, we unnecessarily suffer through difficult situations at work, at home, or even in a relationship. The reasons we avoid asking for help vary. Maybe we don’t know how to ask. Maybe we are too proud or scared to show vulnerability in our Midwestern culture. Perhaps we carry generational baggage that tells us we are not worthy of needing assistance. Whatever the barriers are, we need learn how to rise above them. Leaders who ask for help are the kind of people with whom Reach Partners thrives. They are humble and know their limitations. Leaders who ask for help tend to value expertise that others bring. To get better at asking for help, we encourage you to think about the obstacles and why it’s worth overcoming them. |