Everyone’s strategic plan is blown right now. Each of us is hurriedly scribbling up own version of a 2020 Pandemic Strategic Plan. Despite Atlas’ long-term commitment to strategy, we struggled making an abrupt pivot toward recession-proofing.
Success arrived (finally) after we stopped cataloging our Subject Matter Expertise and Operational Strengths and made a concentrated effort to examine our bedrock-level brand characteristics. Our new Plan came together when we tailored it to the core skills that differentiate Atlas from other firms. These are our meta-skills; the skills that give rise to our more conventional marketing strengths.
My best posts here in the Geomechanical Musing blog are the quirky ones, especially the ones that include a tropical construction-site photo. This is not one of those posts. This one is a reminder to myself about discipline and serious management: Atlas succeeds when our strategic priorities leverage our meta-skills. Especially in lean times we succeed when our projects align with our underlying nature. I’m hopeful that sharing our experience might provoke some conversations with friends about how we all can support each other as we weather the upcoming recession.
What are Meta-Skills?
Each of us are subject matter experts. Some of us are great numerical modelers, some navigate the permitting process better than anyone, and still others know exactly what it should cost to refurbish a Navy wharf. None of these are meta-skills; they are the skills that you’ve developed by virtue of your underlying technical interests and business enthusiasms. These hard-to-identify underlying attributes are your organization’s meta-skills, and understanding them gives you a marketing advantage that increases efficiency and improves happiness.
Meta-skills are independent of the economy; you’re good at the things that you’re good at regardless of how many high-rise condos are planned. They are the strengths upon which you can pivot your business during tumultuous times. The way that you taught yourself how much it costs to shore a deep excavation is evidence of estimating and workflow planning skills that apply equally to all projects. That you prefer shoring projects to straightforward curb-and-gutter construction indicates another meta-skill. These foundational meta-skills are a great place to start planning your 2020 Pandemic strategy.
Identifying Your Organization’s Meta-Skills
Our initial “strengths” roster was superficial at best. It ended up being nothing but a list of perceived Subject Matter Expertise and Management Quirkiness, things that are the product of our underlying abilities, not our abilities themselves. Apparently, honest self-reflection is not one of our meta-skills.
We found, eventually, after much trial and error, that an elimination process worked best. We started with that superficial inventory of our strengths and subject matter expertise. We added positive feedback from longtime customers and the results of a recent client survey. We grouped them, we looked for common causes, and we cut. And we cut. And still we cut. Eventually, we arrived at three.
Atlas Geotechnical’s Meta-Skills
These are the three core characteristics that our 2020 Pandemic Strategic Plan will leverage. I’m not convinced that we’re done refining, but perceptive readers will notice that our meta-skills indicate that we’re pretty comfortable with constant change, so I guess we should’t be surprised when our plan includes an intent to keep modifying the plan. Your meta-skills are different, but for the sake of conversation here are Atlas’ top three:
We really like our work. We sink our teeth into our client’s problems and we don’t let go until it’s solved. Sure, we get fatigued by endless Agency review comments just like everyone, which is why we avoid projects that tax our enthusiasm.
We’re executing our strategic plan when we focus on projects that benefit from enthusiasm. Tight deadlines, complicated analyses that require us to locate Journal articles, these are the types of projects where our enthusiasm meta-skill gives Atlas an insurmountable advantage.
Understanding a problem has always been the first step to solving it, and Atlas is uncommonly good at understanding difficult geotechnical problems. Empathy for our client’s problems is how we identify which limiting assumption to push back against, or which construction process we can re-sequence, or whatever else we do to re-frame and then solve your really unusual problem.
Our 2020 Pandemic Strategy focuses on maintaining communications with our long-standing customers, listening for problems that afflict their work, and stepping in when we can bring solutions that put their projects back on track.
We’re intrinsically motivated to learn new things. And knowing more and more things sets us up for an easier time learning the next thing. The ability to learn new skills is, in my view, the ultimate meta-skill. It’s like using your first of three wishes to ask the Genie for an infinite number of wishes.
Here at Atlas we seem never to run out of new things that we could learn. Working on a design that solves a unique problem feels to us like swimming downstream. It keeps us enthusiastic, and makes it fun to put in the extra effort hitting that tough deadline. A love of diverse learning is the meta-skill that ties Atlas Geotechnical’s practice together. Clients that encounter unique problems are our best opportunity during the upcoming lean year, and Atlas’ strategic plan invests in relationships with those clients.
Leveraging Your Own Meta-Skills
Your organization’s meta-skills are totally different from ours. This is as it should be. Large organizations probably have too many meta-skills to form a coherent plan and should plan in sub-groups. How meta would it be for an organization to claim the meta-skill of comfortably managing wide-ranging meta-skills from its different business units. A meta-meta-skill.
The point, though, is to improve your strategic efficiency and focus you on your core competencies. This is going to be a whopper of a recession, and some of our firms may not weather the lean times. Executing a tight strategy improves your changes of emerging strong on the other side. Each of our plans are better when we focus on our fundamental organizational strengths.