In every initial client conversation, one thing is consistent: they want to know how best to use their current project management tool

They want me to suggest API plugins that magically solve their issue or teach them a new hack that makes it easier to mark off tasks throughout the week

I can do this, usually. But once the quick remedy has been implemented, I try to move the conversation to what is likely the real issue: their workflow is unproductive because it is not built around the way they think

‍

‍

Lots of people assume that the best way to approach their work is to replicate the exact workflow or best practice found somewhere else. Either online, through a mentor, or even through a job.

‍

The thought process is, “Person/company has been successful at this, so I use the same tools/process, I will be just as successful.”

This thought process is not unwarranted; it is oftentimes good to approach learning new things by looking at who has done it before you. So, if you are starting a new project, process, or company, it makes a lot of sense to first look at how things have been done before you and adopt the approach you think is best.

‍

The only issue with this approach is that it often neglects the natural next step: thinking about how to adapt the process to your way of processing and to the needs/capacity of your specific team, project, or organization.

‍

Let’s assume that you are a painter, new to using your skill on a professional level, and new to understanding how to run a business. It would make little sense to try to schedule your moments of output exactly like that of another artist.

‍

You may take inspiration or try someone’s approach, but the hope is to develop an art business that does not stifle your creative process, so you have to build your business practices around the way your mind works. Around how creativity flows through you. Not the other way around.

‍

This approach applies to all modes of business, processes, and projects. It is perfectly fine to take inspiration for tools and workflows, but the intention should be around designing those tools to fit the way you think. To use best practices and the approach of others as points of inspiration, but then make sure that how you use the tool is not an act of trying to “fit a square peg into a round hole.”

‍

‍

Next time you’re wondering why your project management tool is not working, pause and consider how you/your teams actually achieve a state of “flow”.

‍

Here are a few questions to consider:

• Are milestones more motivating than tracking each and every task?
• Is your team always eager to see how far they’ve come at the end of a project rather than throughout?
• Is your team able to achieve what they need to without overengineering their individual processes around the tools being used?

‍

These initial questions will get you thinking about how to make your tools work for you, not the other way around. It may also help you develop a sense for how best to utilize your team's skills. How to design systems around creating ample space for innovation

‍

‍

‍