This week, we continued to put well-defined processes into practice. Good processes enable the team to clearly see what they are aiming for, while limiting the inevitable surrounding noise and distraction.
This does not mean that the team is inflexible to change; quite the contrary. A strong process provides the framework for the team to exercise its judgement and experience with confidence when required.
This was demonstrated as the week unfolded. From a carefully planned schedule, ensuring the team’s commitments were suitably fulfilled, to adapting along the way for unplanned events, the pre-defined commitments were still fully met.
Seneca was ahead of the curve with this:
“This must be our task: that nothing be unforeseen by us; and because all things are heavier through their novelty, constant reflection will ensure this — that you be a raw recruit to no misfortune.”
In practical terms, and to quote Monty Python: “Expect the unexpected.”
We travelled across the counties carrying out site tours and engaging in conversations with project teams; attended team days and progress meetings; further developed client systems using Monday.com; led a two-day CITB training course; and, of course, completed the vital administrative work and more in the spaces between.
Let’s dive in
Monday — What does safe coordination look like on a constrained heritage project?
An early train into the heart of Oxford for the first compliance tour of a new ecclesiastical heritage project for Owlsworth Conservation.
This project presents unique challenges due to the nature of the structure and the limited footprint available to carry out the works. It will demand novel, practical solutions to safely manage and coordinate the project as it progresses.
We were also busy assisting a client with a framework bid, developing systems and drafting safe systems of work for client review and comment.
Tuesday — How do we turn advice and planning into practical progress?
Tuesday saw the continuation of client advice and guidance across several projects, further development of client project-specific safe systems of work, and a site tour to a new project in the heart of Southampton.
Here, we are acting on behalf of our client, Southampton City Council, to ensure that CDM duties are being appropriately discharged by the design and construction teams.
We also had the pleasure of returning to A&S Motors Gosport to chair a meeting for the next phase of development, focused on enhancing the business’s operating systems. We are looking forward to seeing this collaboration progress.
Wednesday — What can we learn when site leaders share their experience?
Another first site tour for Appledown Projects, this time in central Basingstoke: the refurbishment of a homeless shelter, upgrading facilities for the community.
This was followed by a quick electric drive up the road to see the completion phase of the Oakwood Community Centre project.
We also led the first day of CITB SMSTS Refresher training, hosted by MS Associates. Site leaders refreshed their knowledge, shared learning and reflected on the challenges and successes they experience in their roles.
For many, it had been five years since their previous course and, perhaps, this was the first refresher of many. These sessions are a valuable opportunity for our trainer to hear first-hand from a group of experienced site leaders.
Thursday — How do we carry good practice from the workshop to the workface?
Leon was back at MS Associates for the second and final day of training. We are delighted to confirm that all delegates successfully completed the course. Well done to everyone involved.
Lee spent the day with New Forest Fencing and Gates, both at the manufacturing facility, helping to enhance safe systems of work, and out on site, where approximately 2 km of anti-climb mesh fencing is being installed.
This project has involved tree and shrub clearance, as well as working close to a railway line, requiring Network Rail oversight.
Other team members were equally busy carrying out their various client-support functions.
Friday — How do we plan with certainty while remaining ready to adapt?
Friday is our new office day. The team worked from their various locations, fulfilling client-support commitments, including planned reviews of risk assessments and other client control documents.
We also held our morning team update on Teams, where we can support one another through our differing skills and experience, plan the following week’s schedule, and anticipate and prepare for change.
Closing thought – The Principal remains the same!
Digital nomad. Next week, Lee will be basing himself in the dining room of a familiar Airbnb, balancing LCS business-development activity with specific client tasks.
The week will involve early starts to make the most of productive client time, followed by a midday bike ride or sea swim, before returning for an afternoon and evening session.
The location may change, but the principle remains the same: plan the work, protect the important commitments, make space for wellbeing, and remain ready to adapt when the unexpected arrives.
