Used it a couple of times—heavy, loud, and barely picked up anything. We gave up on it. In true Indian fashion, where returns aren’t exactly Costco-easy, it just became part of the furniture. You buy it, you marry it.
Then came a surprise: a post-sales call from the manufacturer.
The rep started off very politely. I took the opportunity to explain our experience—the disappointing performance, the noise, and how we eventually just went back to relying on our trusty maid and her loyal sidekick: the good old broom.
And then… she snapped.
“Sir, everyone else is using it—why can’t you?”
I was stunned. That call remains one of the most intense post-sales feedback sessions I’ve ever had. To this day, whenever a chef hovers over my table and asks, “How’s the food?” while I’m mid-bite, I instinctively nod and say, “Everything’s great!”
Some scars run deep.
—
I remember all this again today while reading some Marketing related literature for UoW Executive-MBA class 🙂
For some of the projects, in the beginning there is only Unknown!
Nothing has been built yet.
No clear role models exist—only distant possibilities of feasibility.
The team is entirely new.
Committing to a deadline comes with a high risk of missing it.
In these situations, the best strategy a manager can adopt is **controlled chaos**. This doesn’t mean having no strategy at all; rather, it means learning to navigate and leverage chaos effectively. The key is to embrace the unknown while continuously working toward order.
### **Build the Team**
Building a team isn’t just about hiring people and putting them in a shared space—physical or virtual. A strong team is one where every member feels motivated, empowered, and safe to take action. There’s no universal formula for this; every manager and every team is different. Experiment with different approaches, discard what doesn’t work, and adopt what does. Most importantly, recognize that team-building is an ongoing process, not just something that happens in the first month.
### **Learn from Progress (Both Success and Failure)**
Failure is an inevitable part of any ambitious project, but it’s also a valuable learning opportunity. The key is to create a culture where these lessons are absorbed and applied. Learning from both successes and failures must be embedded in the team’s DNA, otherwise, these insights will be lost.
### **It’s never about the Human—It’s almost always about the Process**
This is part of building a safe place for team where they can execute in chaos environment with too much unknown. Its never the humans, always process. Process is like a clay cast which produces beautiful bronze statues. Keep tinkering the cast fine-tuning the beauty.
### **But Don’t Ignore the Human Element**
While processes are crucial, sometimes the issue *is* human. If a problem arises once, it’s a process issue. If it happens twice, it sparks curiosity. But if the same issue persists with the same individuals, it’s time for change. Address the underlying patterns, and don’t shy away from tackling the elephant in the room.
### **Look for folks rising up to the Occasion **
In moments of chaos, certain team members will step up, delivering exceptional results. Recognize these individuals, appreciate their efforts, and reward them wisely. Often, the best reward is more opportunities to work on projects of their choice. Spend time mentoring and coaching them to reach their next level.
### **Transition to Order**
Picture yourself navigating an abandoned tunnel—clearing debris, laying tracks, installing lights, and improving ventilation. Once you’ve made it through, don’t linger in the tunnel—board the train and move forward. The transition from chaos to order is delicate and requires a cultural shift. Stay vigilant, listen actively, and guide the team smoothly into structured execution.
By mastering controlled chaos, managers can transform uncertainty into opportunity, laying the foundation for long-term success.
