by Patty Azzarello
Sometimes you find yourself in a situation where your gifts and skills donât line up with the type of skills that are valued in your environment.
Does anybody care?
I am on a bit of a rampage lately about organizations not-addressing missed deadlines.
I see this a lot. The reason why so many organizations have so much trouble doing what they intend to do, on time, is because when they fail to meet a deadline, nothing happens.
Nothing happensâ¦
The dates come and go and no one talks about it.
People who were on the hook either assume that they have been granted more time, or it wasnât that important to begin with.
Then there is no new deadline established because no one is talking about it at all. So the strategic task takes an even lower priority over the more urgent tactical demands of the moment.
Strategic Progress
This simple failure to address missed deadlines is one of the biggest factors that keeps organizations from making strategic progress.
You canât let the date come and go and leave the failure totally unacknowledged and unexamined.
This sends all the wrong messages and sets a very low standard of execution.
What you are communicating (by not communicating) is:
- It wasnât that important
- It doesnât matter that it didnât get done
- There are no consequences for missing a deadline
- Weâre not serious about meeting our commitments
- Late is OK
Why people donât follow up
I have observed four main reasons why executives fail to follow up on missed deadlines:
- Too busy to keep track?
- Not personally good at keeping track?
- Donât like the conflict of keeping track?
- Donât know what consequences to impose when something is off track.
The first two are really easy to fix. Get someone whoâs naturally good at this to help you. Number 3 and 4 you canât delegate.
As a leader, if these things make you uncomfortable you need to do them anyway.
Here are some suggestions:
How to deal with the conflict:
1. Be really clear up front about dates, owners, and measures, and communicate the status at the beginning of the project when everything is âgreenâ.
2. Start communicating regularly about what is getting done before anything goes wrong.
3. Everyone can see their name on the chart with the due dates and measures. It is up to them to keep on track.
4. Then when something goes from green to yellow or red, it is not as much of a conflict to bring it up. At least it is not a surprise. Everyone saw it coming. The person who failed to deliver had the chance to avoid it, and knew before hand that it would be addressed, so the conflict is not personal.
What consequences to impose
You donât need to fire someone every time a deadline is missed. So if you donât fire the person for missing a deadline, what do you do?
There are so many options between termination and nothing!
You donât need to be a tyrant.
But you do need to have a conversation.
Ask, âWhat happened? How to do you intend to recover?â.
The act of having this conversation sends the message that it is NOT OK to miss a deadline.
It should be uncomfortable
Sure itâs an uncomfortable conversation, but it should be! You missed a deadline. That should not be pleasant, comfortable news for anyone.
Itâs not about coming down hard on someone or being disrespectful or nasty. Itâs about moving the business forward.
Also, I find that strong performers take a lot of ownership in these conversations and put more pain on themselves then they get from you.
Many leaders struggle with the motivation factor. They feel like if they give someone a hard time the person may get de-motivated, be less committed or leave.
In reality, the impact of not having the conversation is that you are letting the person know that what they were working on wasnât very important, which I think is always even more de-motivating.
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Patty Azzarello is an executive, author, speaker and CEO-advisor. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…
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Wow, thanks for all the pointers. I find that you are exactly correct. When a deadline is missed, sometimes it simply gets forgotten. Your guide will help me personally to help alleviate the problem in our company!
Thanks
Michael Lindsay
I wholeheartedly agree about what you said about missing deadlines. It is an uncomfortable situation to point it out to the person, but a neccessary one. At my current place of employment, a lot of people are missing deadlines — and nothing is said. This is demotivating. However, what if the people are honestly too busy to make every deadline. I’ve noticed that my own boss doesn’t have a very good sense of knowing the appropriate amount of work. Sometimes the only way I would meet all deadlines is if I worked 16 hour days for a week straight. Where/How should this be resolved? At which point is it my responsibility to get an unreasonable amount of work done? ( I am a very hard worker, and very effecient, but even so there is always so much more to do!)
Although many other factors determine what you become in the long run, you the core of everything that happens to you, I think the best approach is to ignore everyone else especially when you are doing your dream activities….that’s what I feel