The Power of Excellence in Deliverables

Do you, or your teams, work in fast-paced environments? If so, I am sure that you’ve seen firsthand the impact hitting deadlines has on you, your teams, and your client’s success. As a leader, your role goes beyond just ticking off tasks on a to-do list; it's about setting the standard for excellence. In the hustle and bustle of meeting tight deadlines, the pressure to deliver can sometimes cloud our judgment. Within my tenure in leadership, an area that I’ve observed, and actively coach on, is a trend of submission practices that while maybe well-intentioned falls short of the mark.

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Have you ever been the recipient of receiving a near-final or “almost ready” working draft on the established deadline when you were expecting the final deliverable? Or, have you ever (even if it hurts to raise your hand) been the one who has admittedly submitted that near-final or working draft as the final deliverable to “meet the deadline?” It happens in organizations all the time - so let's talk about why meeting deadlines with a draft vs. the final deliverable is not the strategic move one may seem to believe it is.

The Illusion of Progress

In the journey of the work day/week/month to meet tight deadlines, it's understandable that the pressure to deliver can lead to some creative solutions. However, “creative solutions” cannot mean “compromised solutions.” When we are up against a client or leaders deadline, simply submitting rough drafts or nearly finalized work to meet the clock cannot be the strategy. In fact, it may create an illusion of progress while compromising the very essence of our commitment to quality and have lasting second and third level consequences that far surpass the deliverable intent itself. The illusion of progress is just that – an illusion. When the smoke clears, and the recipient looks close enough, it quickly becomes evident that “this” is not the anticipated product and questions surrounding the author begin to arise.

Setting the Tone for Your Team

As a leader, your actions speak louder than words. When submission practices prioritize deadlines over quality, it sets the tone for the entire team. Your team looks up to you for guidance on how to navigate the intricate balance between speed and excellence. Choosing deadlines over quality may inadvertently send the wrong message about our commitment to delivering results of quality and integrity. One of the most important outlooks to embody is simple: It is to align our actions with the initial request – delivering final, high-quality products within the stipulated timeframes and not leaving the recipient to be surprised. It's not just about meeting deadlines; it's about meeting them with excellence. So, I’ll share with you the reflective framework that may help balance deadlines and excellence.

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A Reflective Framework: Balancing Timeliness and Quality

• Early Assessment: Do I actively evaluate projects at early stages, looking for scheduling conflicts, or warning signs of potential delays or quality issues relative to the deadline? Where does this chart on my calendar?
• Mindful Planning: Out of each of the deadlines I have, what is the priority and rank that I need to establish to ensure that I leave enough time for routine business and final deliverables? ?Where does this chart on my calendar?
• Resource Optimization: Are my resources effectively optimized to ensure that both time and quality are given the attention they deserve or do I need to make adjustments? Where does resource optimization chart on my desk?
• Self or Collaborative Alignment: Were expectations clearly communicated from the outset, emphasizing the importance of both meeting deadlines and delivering high-quality work? Or, do I need to introduce them to myself (if I am working solo) or the team? Where does this chart in my mind?
• Continuous Improvement: Do I regularly assess and refine my workflow, seeking opportunities for improvement in time management, delegation, or resource allocation as I execute the process and near the deadline? Where does this chart when I take a step back?
• Proactive Problem-Solving: Am I being proactive in identifying challenges early on, allowing for timely and effective problem-solving to prevent last-minute rushes? Where does this chart cross functionally?
• Aligning Goals: Are my individual and team goals aligned with the dual objectives of meeting deadlines and maintaining high-quality standards? Where does this chart with my team?
• Quality Assurance: Before final send, have I completed a test for quality assurance for the physical submission of deliverables, ensuring that both deadlines and deliverable expectations are met and it is reflective of who I am? Where does this chart with myself?
• Learning from Setbacks: Have setbacks served as learning opportunities, prompting reflection on what could be done differently to achieve a better balance on this project and projects down the road? Where does this chart with my organization?
• Cultivating a Growth Mindset: After completing this project, do I approach project learnings with a growth mindset communicating opportunities for improvement and development? E.g. if specific deadlines were challenging, what actions or earlier communication should take place to ensure the next project is not completed under pressure? Where does this chart with project stakeholders?

Navigating Challenges Together

Collectively, I am confident that we can all acknowledge that there are definitely challenges associated with time constraints. In our pursuit of excellence, it's crucial to face these challenges head-on and find effective solutions. Using the above framework may help you reimagine your process or current environment. As a leader it’s important to encourage an open dialogue where challenges are addressed collaboratively, while still ensuring that both deadlines and quality standards are met. As a contributor, it’s important to recognize that while this deliverable may be challenging today, together we need to leverage our learnings to make it more efficient for tomorrow. If we do not leverage those learnings, then we will continue to live in this cycle. We must all play a part in optimization.

A Way Forward: Striking the Right Balance

So, how do we strike the right balance between meeting deadlines and delivering exceptional work if you fell into this category? It begins with a mindset shift. I’d challenge you to start today with a renewed focus on time management, delegation, and proactive problem-solving far upstream. Leadership is about making tough decisions, exhibiting sound judgment AND (not OR) finding innovative ways to streamline processes without compromising the quality that defines our team.

Conclusion: A Pledge to Excellence

While it may be easy for me to just say “meeting deadlines is non-negotiable,” let's not lose sight of the bigger picture – delivering excellence. As a leader, you have the opportunity to influence not only the trajectory of your own career but also the growth and development of your team by upholding the highest standards of quality that reflect our collective commitment to excellence. Together, we can navigate the delicate dance between time and quality.