By Katie Lucas
I’m a nerd for a framework, so when a project leadership challenge I encountered was reframed to me with something called the “Blue Sheet strategy,” I was all ears.
I find that frameworks are often more similar than different—structured approaches to managing ambiguity which often comes in the form of managing people and processes. But finding a new nugget of wisdom, or new language, is rewarding and enough to spark a tweak in my thinking that pushes me forward.
Recently my fresh take on project leadership has come from increased discussions in a more traditional sales world. Sales strategies use a distinct language that’s unfamiliar to the project management world. Things like “creating a pull” (project leaders focus on “pushing” things forward and driving progress), “what does success look like,” “what is the intended outcome,” etc. While project management has no shortage of managing stakeholders, sales strategies often take a systemic look at them as part of a decision system. Delivery stalls not because teams aren’t working hard, but because decisions aren’t moving. Project leaders have a critical role in facilitating discussions that drive groups towards decisions and can benefit from studying the decision-making structures in play.
The Blue Sheet strategy was created by Robert Miller and Stephen Heiman 50 years ago (now part of Korn Ferry). It’s a framework for breaking down decision systems with the goal of executing a successful sale. It breaks down stakeholders into their span of influence and specific role in a decision-making system, identifying what the ideal goal or outcomes look like for each and how that should be addressed. It also looks at progress against meaningful commitments—similar to project milestones but more centered around gaining buy-in and approval and risk avoidance.
The Blue Sheet follows this process:
- Establish or clarify your final objective. What sale are you trying to close, and what does a win look like?
- Map influencers. Who is the economic buyer (controls funding)? Who is the technical buyer (evaluates feasibility)? Who are the internal advocates?
- Define the win for each. How would each influencer define success?
- Map the path towards your objective. The strategy looks at a series of “meaningful commitments” and focuses on the journey from one to the next.
- Identify blockers and risks. What blockers are on the path to the next meaningful commitment? What risks exist that might prohibit an influencer win?
- Create an action plan. How can we shift influencer stances? Mitigate risks? Who owns each step?
The Blue Sheet forces a discipline that delivery teams rarely apply. Project leaders can apply it by asking the following questions:
- Who actually controls the outcome of the project?
- What does winning look like to the stakeholders involved in sign-off and those influencing the outcome?
- What commitment or decision must they make next—not eventually, but now?
- What is blocking that commitment today?
- What is my action plan to get the deliverable accepted, rather than just the tactics and tasks to get to the deliverable?
Project leaders don’t just manage tasks; they manage decision systems. That’s where inertia often stalls progress—not due to lack of effort, but because critical decisions are not pushed forward strategically. This strategy focuses on identifying who influences each step of a decision-making process and what commitments are needed from that individual. This is particularly helpful when you hit conflict or challenges—that next “meaningful commitment” gate can be breaking through and finding a clear path forward that all are aligned around.
This isn’t just another change management tool. Change management often deals broadly with adoption and communication. The Blue Sheet focuses sharply on navigating decision systems at each phase; focusing on ensuring decisions flow—aiming towards not only successful delivery but also outcomes that are adoptable and sustainable.
Sales isn’t a new topic to project management; we often say the best business development effort is to execute well. But leveraging more purposeful sales strategies has value in repositioning how to aim for and achieve successful execution. At the very least, it’s another way to revisit goals with a fresh take and seek inspiration.
