It’s staggering how some project relationships start to sour before delivery has even begun. After the euphoria of a major project win has died down, mobilisation can be a stressful time. Cracks in communications and cultural differences become apparent quickly as the pressure is on to recruit staff, appoint subcontractors, secure approvals and set up the processes needed for delivery.

As project details become clearer there are often negotiations over prices and schedules. This is the time when you most need clear communications and mutual trust - and it’s often where relationships start to break down.

Given how much both clients and contractors depend on successful project outcomes, a modest investment in setting the right tone for behaviours and communication before the serious work gets underway makes sense. But it rarely happens.

Three times in the last year we’ve been called in to help rectify situations where projects didn’t get off on the right footing. Serious communication and trust issues had developed and both sides needed to get back to doing what’s best for the project, instead of blaming each other for delays, increased pricing and other issues.

How to Reset the Relationship
Our objective when we run workshops like this is to help ‘reset’ how the parties communicate with and behave towards one another. All demons have to be exorcised, which means issues, disputes and suspicions have to be aired, acknowledged and resolved. It can get messy but it’s the only way to re-establish trust between the parties.

We help senior staff to understand their behaviours using a recognized behavioural assessment tool. We explain why behaviour matters and how our own behaviours could be perceived. We also teach techniques to deal with people whose behavioural style is similar to or contrary to their own. 

We do this using management exercises that stress-test communication and trust. We take regular time-outs to revisit what was happening within the group. Participants analyze and understand how and why those situations arose. 

Embedding Positive Behaviours
We then rejoin the exercise, trying to keep and do more of what was working well, eliminate or reduce anything disruptive. We introduce new behaviours that we agreed during the time-out would have helped prevent or diffuse the issues that arose previously. We embed ‘what good looks like’ within all participants.

The outcomes include:

• how you will address issues, 
• what type of communications are preferable for dealing with given situations, 
• what language is and isn’t acceptable 
• how to ensure that difficult conversations don’t ‘infect’ other areas of work but are contained within their context.

These workshops are highly effective. They help to establish mutually agreed standards for behaviour and communications that can be cascaded throughout all teams involved in the project. 

But the success raises an important question: why wait until things have gone wrong?

In any project, positive behaviours, clear communication and a commitment to the same goals are critical. In the context of a multi-million pound project the up-front investment needed in this type of workshop is a pin-prick in the overall budget. That investment will be repaid many times over, not just for this project but for future ones too.

This type of workshop should be standard practice. Why isn’t it? 
I can only think it comes down to two factors: one, people aren’t used to doing it, so don’t think of it; two, it’s not a comfortable exercise to put your behaviour and communication style up for scrutiny, possibly in front of your clients and colleagues.

In my view, senior executives should be able to overcome that reticence. The mental and financial wellbeing of a lot of people depend on getting projects off on the right foot. And in any case, feedback on how we behave and communicate can only help us be more effective in our roles.

When the next big RFQ arrives, how easy will your operation find it to respond? If you find it easy there could be two explanations: it could be that your level of competence has developed to the point where responding to tenders seems instinctive; or it could be that you don’t appreciate how much you don’t yet know and what you need to learn.

Your answer will depend on the capabilities your organisation has developed across each of the main elements of the tender process.

There are four stages to acquiring competence: 

• Unconscious incompetence (not recognising that you have skills gaps)
• Conscious ignorance (recognising your skills gaps)
• Conscious competence (you know what to do but it takes thought and practice to get it right)
• Unconscious competence (doing it right is second nature)

Understanding where your organisation sits on this four stage model for each element of the process is the first step to long-term improvement. In the short to mid term this understanding will help you identify the external support that will have the biggest impact on your chances of success.

Think of it like learning to ride a bike. You start out without much understanding of what you need to do. You can be shown or told about the importance of balance, how to steer and the link between speed and stability. But you can’t master it without trying to do it. 

You might have stabiliser wheels or somebody holding the saddle while you gradually acquire the skills. Different people will acquire the skills at different rates and might need different approaches to build their confidence. Eventually, you can ride a bike without thinking too much about what you are doing. 

You can make a similar analogy with driving. With experienced drivers much of what happens in the car is subconscious. You don’t think about how to change gear or even the precise mechanics of how to steer or change lane safely.

Building Capability
So it is with writing contract-winning bids, delivering exemplary presentations and excelling at behavioural workshops. All the theory in the world is of nothing until everybody gets it for themselves and moves from unconscious incompetence towards unconscious capability. 

The journey calls for perseverance and resilience. Your guides must understand the theory of what you're striving to achieve but also be able to provide you with techniques and tools to help you ‘get it’ for yourself.

This is the approach that the Bid Coach team uses, whether that’s for bid writing, presentations skills, competitive dialogue or behavioural analysis. We help your team understand their capabilities and development needs. We then break the learning stages into practical chunks with a gradual building and reinforcement of skills and confidence.  Eventually, we aim to make you experts, with the unconscious competence needed to instinctively do the right thing.