Monday, August 13, 2018

Taking Ownership of a Drifting Bid

Updated September 2026: in 2018 I wrote about a complex bid where my trusted delivery expert moved to another project, the new expert deflected to him, and after I took a week off I came back to find the bid in a panic. I have rewritten it into advice on taking ownership of a bid.

At the kick-off we had to share our questions with the client. The new delivery expert said he was tied up and asked me to check with the expert I usually worked with. That expert told me he had moved to a new project and could give only a little time. I passed that on without realising how complicated it would become. The new expert said he would review and provide what was needed. It was early and quiet, so I took a week of personal leave. When I returned, people were pressing panic buttons, and I had to take ownership of the bid.

Why do bids drift when no one owns them?

Because each person assumes someone else is coordinating. Experts answer questions when asked; account teams chase dates; nobody joins the pieces. The presales lead is often the only person placed to do it.

What should you set up before taking leave during a bid?

  • A named cover: someone who knows the bid and has the files.
  • An open-items list: with owners and dates.
  • A note to the account team: your dates and who to contact.
  • Agreed inputs: what each expert will deliver while you are away.

How do you take ownership when you return?

Call a short meeting of everyone involved, confirm the deadline, list what is missing and who owns it, and send the list by mail the same day. Then chase daily. People respond to a clear owner.

What if two experts will not work together?

Split the work so each owns a clear part, and bring them together only for decisions. Keep your manager informed; personality clashes are a resourcing problem, not yours alone.

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Monday, August 6, 2018

Keeping Track of the Meetings That Matter

Updated September 2026: in 2018 I wrote about discovering, on a long client call, that an important team meeting on key opportunities and annual targets had been scheduled that day, and my relief that it was cancelled. I have rewritten it into advice on keeping track of meetings that matter.

Checking office mail during a call, I was shocked to see an important meeting scheduled that day about key opportunities and the team's targets for the year, with my manager and senior leaders. It had been cancelled, which was a relief, because I would not have been prepared. I went back to the call, which was still on topics unrelated to my work, then rushed to the office, a few minutes late again. On the short drive I spoke to my wife and missed a call from a delivery contact, since family comes first.

Why do important meetings get missed?

Because they arrive in the same inbox as everything else. A planning meeting with leaders looks like one more invite until the day it happens.

How do you keep track of meetings that matter?

  • Review the week on Monday: scan the calendar for meetings with senior people or targets on the agenda.
  • Accept or decline every invite: so nothing sits unread.
  • Prepare the evening before: a few notes on your bids and numbers.
  • Set a reminder: 30 minutes before, not 5.

What should you prepare for a targets meeting?

The status of your live bids, your wins and losses this year with reasons, and one or two ideas for improving the team's win rate. Leaders remember people who arrive with facts.

How do you balance family calls and work calls?

Set simple rules: some calls can wait ten minutes, others cannot. Call back promptly when you skip a work call, with a short message first. Both sides respect a clear pattern more than constant availability.

Was the cancellation lucky?

Yes. It was also a warning to check the calendar properly, which is a habit worth keeping.

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