Project management is like spinning plates in a kitchen. The pasta's ready to go, but the sauce needs a few more minutes to reduce. The garlic bread’s nearly done, so the timing needs watching. You’re stirring one pan, checking another, and keeping an eye on the clock to make sure everything comes together at the right moment.
It’s a game of juggling and timing... and to be honest, I’m in my element.
I’m Grace Willis, a project manager at Tribal Impact. My background’s a bit of a mixed bag; performing arts, event management, digital marketing and video production. I’ve always been drawn to the fast-paced, slightly chaotic spaces where you have to think quickly, stay organised and adapt on the fly.
These days, I focus on making sure our social selling programs run smoothly. I love cooking because it’s all about timing, coordination and pulling things together under pressure. Running a social selling program is exactly the same. On the surface, it might look simple. But behind the scenes, there’s a lot more going on.
And when it's done right, the impact speaks for itself - HubSpot found that 78% of social sellers outsell their peers who don’t use social media. But that doesn’t happen after one bootcamp. It comes from consistency, reinforcement and support over time.
Read on as I share what really goes into making it work, and why embedding lasting change takes more than just great ingredients.
Social selling isn’t a one-pot recipe
I’ve worked on a lot of social selling programs and if there’s one thing I’ve learned, it’s this. You can’t rush long-term behaviour change. There’s teaching someone a new skill, and then there’s embedding that behaviour so it becomes part of how they work - and that’s where the real impact happens. Because if it doesn’t get embedded, it doesn’t get used. That’s also where many programs fall short. They focus on delivery, not adoption. But without the space, the support, and the structure to practice and reinforce the behaviour, it just doesn’t stick.
It’s not just anecdotal - studies show that 50–70% of training is forgotten within a day, and up to 90% disappears after a week if it’s not reinforced. Most striking? Only 5–10% ever gets applied on the job. So while it's tempting to push for quick results, short-term wins don’t build long-term capability. (Source: Partnership Architects).
We’ve had pilots where the client wanted to squeeze a 12-month program into three months. It’s a tough one, because I completely understand why. There’s pressure to show results. But real, meaningful impact doesn’t happen overnight. It takes time, consistency, and often collaboration across multiple teams to make a program stick. It also relies on the people being trained. We can guide and support, but if they’re not applying it, the behaviour won’t embed.
In fact, 65% of marketers say that other departments inform their social efforts (Sprout Social). That level of coordination doesn’t happen instantly, which is why we need space in the plan to let things bed in and build momentum.
Trying to fast-track that is like trying to roast a chicken in ten minutes. It’s not going to work, and it’s definitely going to come out undercooked.
When timing slips, every plate wobbles
Some days, project management feels like a constant juggling act. People zooming in different directions, priorities shifting constantly, last-minute requests dropping in when you’re already at capacity. It’s never boring.
One of the trickiest parts to manage is those last-minute changes. A recent example was a client who wanted to reschedule a training session. All fine in theory. But when they came back with new dates, our trainer was heading off on holiday. Suddenly we were in a tight spot. Nothing major on its own, but just enough to knock everything out of sync.
And it’s not just frustrating. Last-minute changes have real consequences. According to McKinsey, only 47% of projects are completed on time, highlighting the challenges of sticking to schedules.
That’s when spinning plates turns into full-blown juggling. You’re still keeping things moving, but now you’re also fixing cracks as they appear.
It’s a delicate balancing act. Clients need speed, while internal teams need time to do their best work. My role is to bridge that gap – protect the space for quality delivery while ensuring a seamless and positive client experience.
I remember a project where a start and end date had been agreed with the client. All looked good on the surface. But when I actually worked through the details, it just wasn’t possible. The program wouldn’t land in time without weekly sessions, not biweekly as originally planned. I flagged it early so we could reset expectations and avoid disappointment. That breathing space made all the difference.
I’ve learned the hard way that if you don’t speak up early, it’s even harder to course-correct later. Clients appreciate honesty, and managing expectations is fundamental to setting them up for success. And we’re not just here to deliver what’s asked. We’re here to recommend what’s going to work.
That’s the difference between a consultancy and an agency. At Tribal we’re not just an extension of your team; we are a consultancy who propose and deliver the right solution based on the issues you’re facing.
I’m naturally curious about how people work. Psychology has always fascinated me. Everyone has their own way of processing feedback, handling stress or communicating. I try to adapt how I work depending on who I’m dealing with, whether that’s a colleague, client or partner.
If you can figure out how someone ticks, you can build stronger relationships and have more productive conversations.
I’ve also been learning more about how I tick. This year I set myself the goal of understanding what helps me recharge when I’m stressed, and what keeps me focused. Turns out, I work well under pressure, sadly. Give me a 15-minute countdown and a task, and I’m locked in.
That ability to stay focused and think strategically probably comes from outside of work too. I’m currently in training with the GB women’s baseball team, and that competitive mindset definitely feeds into how I approach projects.
One thing I’ve noticed in this role is that project managers often go under the radar. The trainer gets a round of applause. The client gets the outcome they need. Meanwhile, we’re behind the scenes keeping everything running on time and making sure the wheels don’t fall off.
And honestly, that’s how it should be. If everything runs smoothly, timelines have held, and even the curveballs have been managed, it means I’ve done my job right. Project managers aren’t meant to be front and centre, but we are the ones keeping everything steady behind the scenes. It’s not just a calendar of sessions. It’s the glue work, the juggling, the quiet checks and conversations that keep things moving without disruption.
If you’re thinking about launching a social selling program, here’s what I’d say. Give it time. Set yourself up for success.
Think about what behaviours you want to embed and build in the space to make that happen. Listen to the experts guiding you and digest what they teach you. Like any good recipe, the results are better when you follow the method, not just throw in the ingredients.
Rushing it is like burning the garlic in the first five minutes. You’ll spend the rest of the project trying to cover it up.
