Oct 07 2024 32 mins 9
Part 1 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.
In this guidance, we will show you how to change the ways you interact with your team when it comes to keeping work on time. Most managers do it wrong, but it's not really our fault: we're just following the practices we have learned from managers before us. If you want to make your projects and work tracking more efficient and effective - easier, faster, and producing better results - you've got to be willing to celebrate negative reports about status. We'll teach you how in detail, because this is Manager Tools.
Deadlines and deliverables are at the heart of all of our work. Horstman's Law of Project Management makes the core parts of our work: WHO does WHAT by WHEN. Inherent in this law is that deadlines drive behaviors. Most of us will almost always prioritize work that is due today, or this week, over something done next week. And as managers, we're responsible for our own work deadlines and deliverables, but also all of our team's, even when don't do it ourselves.
And yet, have you ever had a project - or even just regularly tracked work - where all of the deadlines were met? We'd wager highly that you haven't. Of course, no one is perfect. But human imperfection doesn't tell the whole story. Our systems and behaviors around deadlines are often counter-productive.
In this guidance, we will show you how to change the ways you interact with your team when it comes to keeping work on time. Most managers do it wrong, but it's not really our fault: we're just following the practices we have learned from managers before us. If you want to make your projects and work tracking more efficient and effective - easier, faster, and producing better results - you've got to be willing to celebrate negative reports about status. We'll teach you how in detail, because this is Manager Tools.
Deadlines and deliverables are at the heart of all of our work. Horstman's Law of Project Management makes the core parts of our work: WHO does WHAT by WHEN. Inherent in this law is that deadlines drive behaviors. Most of us will almost always prioritize work that is due today, or this week, over something done next week. And as managers, we're responsible for our own work deadlines and deliverables, but also all of our team's, even when don't do it ourselves.
And yet, have you ever had a project - or even just regularly tracked work - where all of the deadlines were met? We'd wager highly that you haven't. Of course, no one is perfect. But human imperfection doesn't tell the whole story. Our systems and behaviors around deadlines are often counter-productive.
