Orchestration as a gearbox

This story explores two metaphors. First, I’ll compare the development of gears in a wheeled vehicle. Consider these gears as dynamic phases.

First gear is used to get moving from a standstill, and once that’s established, you shift to second gear to gain traction. If you monitor the RPMs, you’ll notice that second gear is at the end of its range, and then you shift to third to reach cruising speed. Then you continue in fourth, or, for even smoother driving or to accelerate, you shift to fifth. If you’ve overshot your target, you slow down to a stop, reverse gear, and start again.

I consider these gears as dynamic phases. When building a team, it’s a tool to have the right person on board at the right time. I personally function optimally in first and second gear. During job applications/intakes, it’s sometimes remarked: “So you’re not a finisher.” No, I say. If you have a finisher who can start from scratch, you don’t need me. I always ask people I want to put on a team what gear they perform best in. Fortunately, I know many who are very good at two and three, or three and four.

To successfully complete a project, it’s crucial to shift gears in time. Personally, I have a lot of drive, and every project comes with a phase that requires consolidation, stability, and consistency to cover the greatest distance in the shortest time possible with as little energy as possible. If you want to drive 100 km/h in second gear, you’ll destroy the whole thing. Conversely, try pulling away from a standstill in third gear. With a slipping clutch and lots of throttle, it might work, but it’s not ideal.