Jackie storms into my office, slams the door, and lands hard on the chair in front of me. She starts by explaining how stressed out she is and that she has too many things to work on. Then she starts to cry. I’ve learned to let folks get through their feelings on their own and be empathetic to their situation. Jackie has reached the end of her rope. She is the last person I though would do so.
When Jackie composes herself and is open to talking, she needs some help sorting through her priorities. She says there are some things at home she needs to take care of and needs to cut back on the overtime she’s been working. With all the pressure on our team and how far behind we are, I agree to reduce her overtime. Together, we review the tasks she needs to focus on.
Jackie leaves my office, lucky I got off so easy. But, I may not be so lucky the next time or with someone else on our team. One thing Jackie said was that she was reluctant to let me know when she completes a task. She says others feel the same way. Why, I asked. She stares are me and asked me what happens as soon as they report completion of the task?
I blurt out, I immediately assign another task. Silence. She says nothing and lets the silence sink in.
I’m Part of the Problem
It is hard to admit that I have been part of the problem. Why didn’t I see it sooner. I know everyone is busy. At least they look busy and now I know one reason why. They are “polish” the finished work. They could report the task compete early, but they don’t want to immediately be assigned more work.
But, I’m always looking for ways to start more tasks. One of my clues it to recognize when one of my folks does admit they are finished with a task early. I check to see how much earlier than their original estimate is against how much time it took them to actually do the work. If there is a big enough difference, I’ll file that away. I’ll use this information again them next time we are “negotiating” the task duration estimate of a similar task.
No wonder the planning of project is so contentious sometimes. I know they they can do tasks in much less time, but my folks seem to resist letting me enter the shorter times into the project plan. I’ve realized in the past the team needs the extra time in their task duration estimates. They need to account for all the other work they have, the emergencies which come up, and for folks like Jackie, to find some breathing room.
Is my behavior as a manager getting us any closer to our goal? We must finish projects on time, within budget and with all the features and benefits our customers expect.
Efficiency Isn’t All It’s Cracked Up To Be
Although our company doesn’t measure the productivity or efficiency, there is an unwritten rule that everyone needs to be busy. But, where has that got us? If Jackie is any sign, not very far. Not how I want to be recognized as a manager. And, not how I want to be known as a person.
I am pushing my folks too hard and for the wrong reasons. But, I can’t think more about this right now. I’m late for the dreaded quarterly budget meeting with the CFO.