Challenges of Being 'Too Soft'

As HR professionals, we must balance empathy and effectiveness. One common challenge in leadership and project management is being "too soft," which can lead to lower effectiveness in fulfilling responsibilities. How can we balance being friendly while still maintaining accountability?

What Does It Mean to Be Too Soft?

Being "too soft" isn't about being kind or considerate; it's about avoiding tough decisions, difficult conversations, and key responsibilities. This can lead to:

• Prioritizing minor issues over important ones.
• Hesitating to give constructive feedback.
• Avoiding necessary escalations.
• Not standing up for the right plan or action.
• Acting as if there's no authority to back decisions.
• Delaying proper project management.

The Cost of Being Too Soft

Project failures often happen when leaders are too soft and avoid giving constructive criticism. Without timely feedback, employees may stay on the wrong track, causing inefficiencies, delays, and even project failure.

You Working on the Right Things?

Leaders and project managers often struggle with prioritization. If you listed your top three priorities, would your daily tasks align with them? Many professionals focus on less important tasks while critical issues go unaddressed, which can impact career growth.

To improve prioritization:

• Identify your top three priorities each week and focus on them.
• Spend at least 30 minutes daily on high-impact work.
• Prioritize the most critical projects when managing multiple tasks.
• Regularly check your progress on essential tasks.

A Leadership Responsibility

Some leaders avoid giving constructive feedback because they fear hurting feelings or causing conflict. However, leadership is about guiding and helping employees improve, not being perfect. Good leaders give timely feedback to support growth and prevent small issues from becoming big problems.

The Importance of Timely Escalation

Delaying or avoiding escalation can hurt a project and an organization. Many leaders hesitate because they fear it makes them look bad, but unresolved issues cause stress and inefficiency.

Best practices for escalation:

• Escalate within two working days if an issue remains unresolved.
• See escalation as a way to find solutions, not assign blame.
• Remember, most escalations are about aligning perspectives, not proving someone wrong.

Defending a Strong Project Plan

A common mistake is failing to stand by a well-structured project plan. Imagine being asked to cut a 10-month timeline down to 6 months without a solid strategy. If you agree without raising concerns or suggesting alternatives, you risk setting your team up for failure.

Taking Ownership of Responsibilities

Many project managers feel they have responsibilities but no authority. However, authority is often taken, not given—it comes from confidence and action.        

Enforcing Strong Project Management Practices

Poor project management is a common issue, often blamed on leadership. However, waiting for upper management to set the standard is ineffective. Strong leaders take action to drive good practices.

To improve project discipline:

• Advocate for structured planning and execution.
• Clarify roles, responsibilities, and deliverables.
• Communicate effectively and set clear expectations.

Balancing Leadership

Good leadership balances empathy with accountability.

To lead effectively:

• Focus on high-impact work.
• Provide timely, constructive feedback.
• Escalate issues when necessary.
• Defend well-planned projects.
• Take ownership and drive best practices.

By combining kindness and efficiency, you enhance your leadership skills while driving your organization's success.