What do you do if your boss's expectations in the IT services profession are unrealistic?

This is a critical first step. With any challenge, step zero is understanding the problem. This begins with asking the right questions: - What would this look like if it was easy? - What is the end goal of these micro-tasks? - How can I build a solution to solve or potentially automate one problem while applying the fundamental principles to another task, creating batched workloads More often than not, extensive workload can be an opportunity to create newfound solutions that build upon each other.

First, calm down and ask why the manager has formed the expectation and expressed it in a way that makes it seem that the approach to an IT Service is necessary, though seemingly impossible. Sometimes they're just asking for a result to actually achieve a specific goal for the team or for the business and they think they can prescribe a technology. Stop. Get an understanding of what the end goal is. You and your boss can translate these goals into the design of a new IT service. This technique is typical of product engineering, where the Voice-of-the-Customer is translated into product. The customer expresses what they want to experience, and the engineering and marketing team partner how to create the experience that achieves the goal.

It's crucial to communicate openly and effectively. Start by understanding the specific expectations and discussing any concerns or challenges with your boss. Provide evidence or data to support your perspective and propose realistic alternatives or adjustments to the expectations. Collaborate with your boss to prioritize tasks and manage workload effectively. If necessary, seek clarification on goals and objectives to ensure alignment. Additionally, consider involving other stakeholders or team members to provide additional insights and perspectives. Ultimately, maintaining open communication and seeking mutual understanding can help address unrealistic expectations and foster a productive working relationship.

Lidar com solicita??es irreais pode ser desafiador, mas ao abordar a situa??o com calma, clareza e diplomacia, você pode encontrar uma solu??o que funcione para todos os envolvidos. Compreenda a solicita??o: Antes de fazer qualquer coisa, certifique-se de entender completamente o que seu chefe está pedindo. Fa?a perguntas para esclarecer os detalhes e os objetivos por trás da solicita??o. Avalie a viabilidade: Depois de entender completamente o que é solicitado, avalie a viabilidade da tarefa. Considere os recursos necessários, o prazo e qualquer obstáculo potencial que possa surgir.

There are three actions that can be taken to communicate clearly. Focus on Solutions, Not Problems: Once you understand the expectations, explain the limitations and propose realistic solutions. Use data or examples from past projects to support your claims. Frame it as a Partnership: Approach the conversation as a way to work together to achieve the best possible outcome. Focus on Benefits: Explain how your proposed approach benefits the company in the long run, whether it's avoiding costly mistakes, improving security, or ensuring a more stable system.

Comunique-se de forma clara e diplomática: Aborde seu chefe de forma respeitosa e profissional. Compartilhe suas preocupa??es de maneira clara e objetiva, explicando por que você acredita que a solicita??o pode ser irrealista. Ofere?a alternativas: Se possível, sugira alternativas viáveis que possam atender aos objetivos do seu chefe de uma maneira mais realista. Isso demonstra que você está comprometido em encontrar solu??es, mesmo diante de desafios.

I like the whole negotiation series called "Getting to Yes." It's about understanding what the other person wants, first (the old "seek to understand"), and PERHAPS changing your paradigm toward the original ask. If the boss appears to be demanding, step back. Demands are often just the voice-of-the-customer trying to get out--maybe being frustrated or anxious because they're being asked to do something. Get the motives and tone out of the assignment and focus on what can be done within the boundaries that you are given, as well as alternate proposals for getting to yes (boss's approval). It may not be a compromise, in the long run, but alternatives that you didn't consider that could satisfy the need (or demands being placed on them).

Negocie prazos ou recursos: Se a solicita??o continuar sendo irrealista, negocie prazos ou recursos adicionais que possam torná-la mais viável. Apresente argumentos sólidos baseados em sua avalia??o da situa??o. Esteja preparado para aceitar ou recusar: Esteja preparado para aceitar a tarefa, se for necessário, mas também esteja pronto para recusá-la se realmente acreditar que é impossível de ser realizada nos termos propostos. Esteja ciente das possíveis consequências de ambas as decis?es.

Forging connections and collecting data from colleagues will help you understand the root of the problem. With data and relationships in hand, you can help your boss find the optimal solutions they want.

Some people respond to tough challenges at work by getting super stressed and take a break. They go play. Fine. I play with intent. If you are open for a challenge, look at this "impossible" assignment as a door opening for you. Be positive about your skills and abilities, including your ability to plan your way to success. Look for new ideas or inspiration from unexpected places. Have fun with it, but make sure to intentionally capitalize on it. I had a project where the very big customer wanted a very small budget project to produce the same experience as a certain multi-billion-dollar theme park. Send me there! I said. I went. I got inspired. I came back and did it. The project won a national award. What seemed impossible....

Quitters quit. First, work with your boss if you have absolutely hit a dead end with no alternative found, having sought high and low for options, advice and insight on where to start a proposal. If you have done everything you think that you could, prepare a report and give your boss all of the facts. Ask for help. Be positive. Be the person who wants to deliver, but needs help getting a start on this. They are the boss and they are responsible for many things, including helping you get the resources you need. But if you haven't done enough due diligence, researched your industry or other industries on what they are doing, maybe your option list is to get cracking on the books, journals or many peer advisors available at work.

Si las expectativas de tu jefe en la profesión de servicios de TI son poco realistas, es importante mantener la calma y la profesionalidad. Comunica las dificultades con ejemplos concretos y ofrece soluciones alternativas. Mantén una comunicación abierta y documenta todo. Si no puedes resolver el problema por tu cuenta, busca ayuda externa calificada. Recuerda que no tienes que aceptar expectativas poco realistas y tienes derecho a expresar tus preocupaciones. ?Nunca dejes de tener pensamiento critico!