I went to “Joint School” on Friday, our local pre-surgery induction for hip replacement patients. I came away really fired up with all the things I need to get done before I go in for surgery in 2 weeks.
So what is it that this deadline has triggered?
- Priority – I now have a list of things that must be done, a list of things that should be done, and a list of things I’d like to do.
- Focus – I’ve immediately cancelled all the “nice to haves” that require significant time and distract me from hitting the deadline
- Timeliness – I’ve already done lots of things that I’ve known needed doing for months but kept postponing due to “high priorities”
- Energy – I will be the one to suffer if I don’t hit the deadline, and I’ve discovered that lots of “huge” tasks have been finished pretty quickly and easily because they have to be done now, rather than shuffled off into the future
- Personal effectiveness – because a change is BETTER than a rest. Swapping to another task when I run out of steam re-energises me while doing something useful
Setting deadlines is a key skill in project management, and if done well can stimulate the team very powerfully.
Are deadlines always so effective?
Well, no. Deadlines can be hugely demotivating when:
- They are not real – they have been created by an executive or manager to “motivate” the team
- They are too tight:
- perhaps they are labelled “stretch” but failure to achieve them is unacceptable
- perhaps they’re simply impossible
- They are too far in the future:
- breeding complacency and indolence
- relying on staff to create their own interim deadlines and motivate themselves
- They are too abstract – the team can’t relate emotionally to hitting or missing the deadline, so their energies are not tapped into.
Ensuring these do not happen is the responsibility of business leadership, portfolio and programme management, and a critical requirement for such leaders is to have their fingers on the pulse of reality, and occasionally lift their noses from Excel spreadsheets and abstract numbers.
Over the last few years I have seen 2 glaring examples of deadlines being set without a sound justification for considering them viable, then the leaders going ballistic on being told, when the feasibility studies were completed, that the targets were not achievable.
The other end of the spectrum is as bad – many years earlier, I saw a project team that had been set up 6 years before the regulatory deadline, and had spent 5 years making very limited progress. This demanded a huge effort to rescue the project at the last moment
Business leaders need to think very hard about using deadlines to motivate teams – they can work very powerfully both towards success and right into failure!