Leading Projects Like a DJ

A good project leader is like a DJ. When a DJ stands in front of their turntable they face choices - in the form of dials, sliders and buttons. Each representing a potential adjustment to change the sound. They increase or decrease the volume, shift the EQ, and blend an effect. They control cue points, sample banks, and EQ levels. All in the pursuit of crafting an output that resonates with their audience.

An average DJ knows one combination and sticks to it. They're don't have the knowledge, skills or awareness to adapt to the environment. The skilled DJ knows their environment and their equipment better than anyone else. The slider on the deck is a slider for a reason, there is no one setting that satisfies all conditions. Otherwise one button would've sufficed. They're aware that these things need to be in a constant balance otherwise it upsets the whole rhythm of their performance. They adapt to the conditions on the day.

None of that takes away from the fact each DJ has their own unique style. A combination which represents a comfort zone and makes them what they are. The more skilled they are though, the more they experiment and expand their range. It may not change their preferences, but it does help them to adapt in different situations.

Just like DJs, Project Leaders stand in front of a 'behavioral skill' deck. They are faced with choices every day on how to lead and none are easy. Sometimes it may feel like you need to be all things to all people. Therein lies the difficulty and not everyone has the awareness to do all those things well.

In the project leader's reality, the sliders represent dichotomies the project leader must manage. They are paradoxical truths that challenge right and wrong - each representing a delicate balance that, when mastered, makes for more effective leadership.

1. Vision vs. Direction:

Project leaders must maintain a dual focus: the grand vision and the day-to-day direction. Vision is the big picture, the long-term goal. But without careful attention to the everyday tasks, the project can lose its way. Balancing strategic direction with tactical execution is crucial for ensuring that both long-term goals and daily progress are aligned.

Autonomy is important for empowering team members, fostering creativity, and encouraging ownership of tasks. However, too much autonomy without clear guidance can lead to misalignment with project objectives. The project leader must know when to grant freedom and when to provide clear, actionable direction.

It’s the balance between a compass and a GPS. The compass points toward overarching principles and long-term goals, while the GPS provides specific, actionable steps. A skilled project leader knows when to toggle between the two, never losing sight of the bigger picture while managing the details.

2. Things Take Time vs Things need Time Strain

One of the biggest challenges project leaders face is managing time and priorities. At one end of the dial sits Parkinson's Law. Work expands to fill the time you give it. Flexible deadlines lead to inefficiencies, where progress stagnates and time is wasted on the wrong things.

At the other end of the dial, some things need to be left to run at their natural pace. Creative processes, quality and innovation take time. As Warren Buffet best put it:

No matter how great the talent or efforts, some things just take time. You can't produce a baby in one month by getting nine women pregnant.

Effective project leaders recognize when to push for speed and when to give tasks the breathing room they need. Because sometimes meddling in things to push the pace for the short term, results in things taking more time in the long term.

Both are truths that a Project Leader needs to navigate between for long term results.

3. Decisions by Committee vs. Accountability:

Being inclusive in decision making enriches projects with diverse perspectives and enhances outcomes. Gaining buy-in from the team can create a strong sense of ownership. But, seeking consensus at every moment can detrimentally slow progress and dilute accountability within a team. It can create a lowest common denominator effect whereby in search for a compromise-driven solution unintended negative consequences are realised. Conversely, relying solely on individual decision-making may speed things up, but a dictatorial view is rarely holistic enough and risks a lack of buy-in and shared ownership.

Balancing these two forces—inclusion and efficiency—requires a leader to draw clear lines. Who is responsible for what? When should decisions be made by a group versus by a single accountable individual? Leaders must ensure that diverse voices are heard without falling into the lure of decision by consensus and compromising quality or momentum.

Leaders must navigate this by clearly assigning responsibilities and empowering individuals to make decisions within their domains, ensuring accountability alongside collaborative decision-making.

4. Creativity vs. Executing the Plan:

While processes provide a structure that ensures consistency and efficiency, over-reliance can be a trap that stifles innovation. On the flip side, too much emphasis on creativity without structure can lead to chaos, with projects spiraling off course.

Effective leaders knows how to foster creativity within the framework of a project plan. The goal is to encourage innovative thinking without allowing it to derail the project. When needed, leaders should adjust the plan to accommodate fresh ideas, balancing adherence to timelines and flexibility in approach.

5. Eternal Optimism vs Confronting Reality

Optimism is contagious. Leaders who project positivity and confidence inspire their teams to push through difficult times. However, blind optimism can also lead to frustration within the team - particularly if you're seen to not be addressing the real problems or delaying tough decisions.

Confronting reality, especially when it’s uncomfortable, is crucial to project success. A great project leader balances optimism with a healthy dose of realism. They confront challenges head-on, acknowledging problems without losing sight of the potential for success.

6. Excellence vs. Good Enough

The pursuit of excellence can be a motivator but it can also be a trap. Chasing perfection can lead to diminishing returns. It can slow progress, drain resources, and burn out the team.

The ability to distinguish between “good enough” and excellence is critical. Leaders must know when something meets the necessary standard and when it’s time to push for more. Trying to be perfect in everything often delays project timelines and exhausts team resources, while settling for mediocrity can damage the project's integrity.

7. Data vs. Intuition

Data-driven decision-making is crucial in today’s world. However, data doesn’t always tell the full story, and relying solely on it can result in delayed decision-making or missed opportunities.

Effective leaders know when to trust their intuition in reading other, softer, indicators. Balancing the two allows for a more holistic approach: leveraging data for informed decisions while trusting gut instincts when the data is inconclusive.

8. Communicating at this level vs Communicating at that level

Effective communication is the lifeblood of any project. However, not every stakeholder or team member requires the same communication. Project leaders must tailor their messaging: providing high-level strategic updates for senior management while ensuring the details are communicated to the team executing the work.

Understanding the audience and communicating at the appropriate level keeps everyone aligned without overwhelming anyone with unnecessary information.

Mastering the Decks

In project leadership, recognising and tactfully navigating these dichotomies is crucial. There's many more:

• Autonomy vs Direction
• Stakeholder Satisfaction vs Project Objectives
• Learning vs. Performing
• Speed vs Sustainability
• Transparency vs Discretion

Navigating these dichotomies requires awareness, adaptability, and a deep understanding of your team and project environment. The art of project leadership is not about choosing one side over the other but finding a dynamic balance that suits the needs of the project, the team, and the situation - all in real time.

The best project leaders are those who can read the room—whether it’s adjusting the DJ deck to fit the crowd’s energy or shifting the sliders on their behavioral skill deck to manage a complex project environment. Adaptability, flexibility, and balance are what set great project leaders apart.

Be adaptable with caution though: constantly shifting between extremes can come across as disingenuous and confuse the audience.

Stay authentic, be clear, and be purposeful on the approach you’re taking. Don’t dilute the project’s overall focus and make your leadership indistinct.

The ultimate challenge then, is to balance all these competing forces authentically and decisively.