Leaders often have a tough job. Everyone is answerable to someone. Leaders are answerable in two different directions, not only upwards. They can not only be answerable to their C-Suite, their organization’s Board, and / or their investors, but also to their team members.? And, in many cases, this presents multiple expectations which may even conflict.
This article is the first in a series where I give some examples of the dilemmas leaders can face and some suggestions as to how to resolve them positively.?
Here is the first example:?
Example 1: A deadline is unexpectedly moved up.
Now there’s an emergency. The timeline is unrealistic, but the circumstances are not within the leader’s control. They are expected to deliver the required outcome, on time and on budget. They now have to pass this directive on to their team, who are understandably not happy.
How does a leader in this position respond and defuse the resistance and resentment of the team who are now expected to deliver on an unrealistic and unreasonable deadline? Leader’s
Ideally, the decision maker should never agree to a deadline that is unrealistic. They should certainly never expect leaders to magically meet a deadline that is impossible to meet. And moving deadlines closer should never become the norm.?
For the sake of this example, the moved deadline is very tight, but not impossible. However, it will certainly put a lot of pressure on the team and their leader and stress levels are certain to escalate, along with resistance and negativity. ?
How should a leader handle this situation and get the team to willingly meet the challenge??
- Trust is Key: The first requirement is a good trust relationship between leader and team members. Without this, the situation could exacerbate any problems the team already has. The team needs to know that their leader has their backs and will go to bat for them.
- Break the News: Delivering the news that the deadline has been shortened, needs to be done without bad-mouthing the leader’s ‘boss’ and / or the client, and without negativity.
- Acknowledge the pain: Express understanding of the difficulties this new deadline will present, but remain neutral and objective and present it in terms of a challenge to be accepted as a team, rather than a problem.
- Ask the Team: Request the team’s input on how best to meet this deadline. Together devise a best effort strategy. This may require some sacrifice on the part of the team, whether it be overtime, delay of vacation time, extra work, stress etc. But, if this is the case, allow the team to figure out how to handle these sacrifices. If it’s their decision, they will be behind it. If it’s demanded of them, there’s likely to be resistance. That’s human nature. (Side Note: If sacrifice is required, the team should be rewarded in some way, even something as simple as publicly appreciating and acknowledging their efforts.)
- Stay Close: When the pressure is on and the project is underway, a good leader will stay close to their team members. Don’t just delegate and assume things are going well.? Check in with each team member frequently. If they are struggling for whatever reason, ask “What do you need from me to facilitate what you need to do?” Providing the necessary resources and support is essential.? It goes a long way to ensuring that the deadline is met, and the team remains focused, engaged and enthusiastic. Not to mention it reduces stress levels considerably.
- Communicate: Frequent communication during the project keeps everyone on the same page. It helps identify and deal with potential bottlenecks before they become a problem. It helps maintain the sense of urgency, but also maintains the sense of things being under control. There’s nothing more demotivating than not knowing where things are at, or facing delays that aren’t being dealt with.
Have you faced situation where the parameters have suddenly changed and you’ve had to deal with a shortened deadline? What did you do??
By the way, this is one more situation where Optevo is invaluable in making sure that all the suggestions I’ve made can be handled seamlessly and efficiently.?
Engagement creates Belonging ? builds Resilience ?? Design Thinker ?? OD Consultant ?? Trainer & Workshop Creator ?? Culture Strategist & Habitat Composer ?? Nationally Recognized Mental Health Advocate
10 个月"acknowledge the pain" This aids in not putting unfair expectations on people or invalidating their insecurities or doubts. Acceptance encourages forward progress as a team.
Intriguing insights, Andre. To navigate such complex leadership challenges, have you considered integrating predictive analytics into decision-making processes? These tools can offer foresights into potential hurdles, allowing leaders to strategize proactively rather than reactively, effectively bolstering team morale and project outcomes.
Helping founders get complex sales right | Growing the best sales community | Sales Advisory
11 个月Hey Andre It's tough when deadlines change unexpectedly. The key is communication, empathy, and finding solutions together with the team.
Virtual Assistant @ Upwork | Social Media Manager | Content Writer | Graphics Designer | Podcast & Video Editor
11 个月Great insights, Andre! Leadership indeed comes with its unique set of challenges, including balancing conflicting expectations from various stakeholders.
Chief Experience Officer at billquiseng.com. Award-winning Customer CARE Expert, Keynote Speaker, and Blogger
11 个月Q: How should a leader handle this situation and get the team to willingly meet the challenge? A: Be a servant leader who will be Magnificently Boring to CARE for your people. First CARE for your people. COMMUNICATE openly, transparently, interactively, frequently, and continuously any information that your people need and want to know. Listen empathetically to the people’s concerns, questions, and complaints. Express compassion with your recommendations and encouragement. ACKNOWLEDGE each person's presence and value to you and your organization. RESPOND promptly and empathetically to each person’s questions, concerns, and complaints. EMPOWER people to make the right decisions for themselves, their colleagues, customers, and your your organization. Then, be Magnificently Boring to CARE. Consistently CARE for your people so repetitively that you feel it is boring, but to every person, you are Magnificent! But wait. There is more. Page 2 of 2. Three questions.