“It looks like you have a fly in the ointment,” I said.
“You got that right,” Ryker replied. “We have a difficult project ahead, and one of the ringleaders on the team says it can’t be done.”
“How so?” I wanted to know.
“She has reasons that sound plausible. The work is too difficult, it will take longer than the deadline and the client is too difficult to work with,” he shook his head.
“I believe she is right,” I responded. “For her, the work is too difficult, she is not organized enough to meet the deadline and she doesn’t believe in the outcome the way your client believes. It can’t be done, by her.”
“But, I signed on to the project, because I believe it can be done,” Ryker stopped, then started again. “The work is difficult, we may have to learn some new methods. The deadline is tight, we might have to spend time to organize a solid plan. But more than that, I believe, like the client, that it can be done.”
“So, what is the difference between you and the team’s ringleader?” I asked.
“It’s obvious,” he shook his head. “I believe and she doesn’t. It’s a mental state.”
“But, mental state is not enough. To be successful in this project, you are going to have to learn some new methods and be organized. Not enough to think positive, you have to prepare. But, you won’t prepare unless you believe the project can be done.”