iF Quarterly

The Art of the Pivot

Remaining flexible and innovative in dynamic situations

The projects Intentional Futures have worked on in the past two years span an incredible range of industries, sectors, and scopes. We’re lucky to have such a wide variety of work to constantly learn from, and we want to share some of those takeaways with you.

In all the work we’ve done, one thing remains a constant– nothing is ever exactly as you plan for it. Expecting a project or engagement filled with switch-ups can only better prepare you and your team for success, which is why we’ve put together a list of helpful tips for what we like to call “the art of the pivot”.

Consider identifying activities, milestones and resources using backwards design

For a project with a shared understanding of the “big picture”, but less clearly defined milestones along the way, your team could benefit from employing backwards design– a process that asks the user to outline major touchpoints in a project timeline starting with the project goal and ending with the kickoff. In creating a brand new Fellowship program for the Every Learner Everywhere Network, iF worked with students to begin with an end goal in mind and worked from finish to start.

Implementing a plan in this way helps reorient the plan around the end goal should a pivot arise, and when situations are ambiguous, backwards design can help confirm that dates and deliverables are reasonable and achievable.

Find a simple backward design template here.

Keep an ear to the ground

At Intentional Futures, we try to stay in the know; both in the realm of global news and that of the industries our clients operate in. In a recent engagement with the World Health Organization, the project was shifting hourly due to ongoing events in Ukraine. When working with global clients, it’s important to understand that what happens in the world (while out of your control) will inevitably affect the scope of your day-to-day, and will help you stay ahead of your clients’ requests while also building trust in the partnership.

Be prepared for interpersonal relationships to affect plans

While certain events in a project’s progress can be predicted, the dynamics among the personalities involved in a team are much more challenging to plan for.

In recent projects, iF has interacted with a consortium of such varied players such as: industry, nonprofit, funders, utilities, tribes, multilaterals, city, state, and local government. When stakeholders in a project come from varied backgrounds with a range of interests and experiences it is highly likely that dynamics amongst groups will influence the progression of the plan. Do as much research up front as possible to understand where each player or group is coming from, and ensure you are taking into account multiple points of view.

View blockers as ramps, not obstacles

It’s easy to get discouraged when every day presents a new challenge, but adjusting your perspective to approach each blocker as an opportunity to innovate rather than a reason to halt the project might yield great results. In a recent year-long effort to develop a strategic plan for an established Seattle organization, the iF team slowly uncovered discrepancies among decision makers that would make a prescriptive deliverable not feasible. Instead of throwing in the towel, the team instead began work towards a series of frameworks and rubrics that would assist the client in arriving at consensus around a strategy independently. The client was pleased not only with the flexibility demonstrated, but also with a plug-and-play product that could be implemented for years to come. With a living tool, they felt more empowered in the face of constantly changing demands.

Over communication is key

When project elements are in a constant state of flux, it’s never a safe assumption that all stakeholders know what changes are being made to the plan. Establishing a cadence of huddles and offline project check-ins upfront will allow for a solid line of communication to ensure all are on the same page. Recapping meetings with both the client and internal stakeholders is another way to foolproof from any miscommunications or misunderstandings.

Employing backwards design and actively referencing your plan is a good way to drive communication forward in times of uncertainty and ambiguity.

Learn to let go

It’s natural to be attached to the plan that was painstakingly developed from the beginning of a project– after all, hard work can feel like an extension of oneself. When circumstances require a pivot unexpectedly, it’s key that team members accept it with grace and understanding. Humility in being a flexible collaborator demonstrates to all stakeholders that the project will be successful, even in the face of obstacles. It’s especially important for leaders to exhibit these traits to keep morale up when the going gets tough.

In this day and age, there remains one certainty: uncertainty, which is why we believe so strongly in an ability to be flexible and confident in the face of dynamic changes. Demonstrable adaptability will lead to successful projects and endeavors built on the foundation of trust.

While this list is not exhaustive, we anticipate that we will learn more tips and tricks to adapt and take advantage of the “pivot” in project work in the years to come.

Please share some of your own tips and tricks with us, and if you found this guide to be helpful and have questions or thoughts, send us a message at info@intentionalfutures.com!

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