Advertising
Advertising

Setting Deadlines Can Push You to Work Harder, but Not Smarter

Setting Deadlines Can Push You to Work Harder, but Not Smarter

When you start your workday, you may welcome the tasks that arise to fill your time. Work comes to you with no rhyme or reason, but you do it. You tackle things as they come, and you turn everything in by the deadline.

It may seem that you’re successful because you turn in your work on time. The problem is, you don’t know how to effectively plan for a day’s work.

Most people live and die by deadlines

Time is an important factor to consider when you’re completing tasks. Many of us chase deadlines or knock out the easiest tasks first to feel a sense of accomplishment. Sometimes, we spend too long on some tasks, and scramble to do everything else.

Advertising

    You may have 10 working hours in a given day, and it’s your job to do as much work as possible in that time. It’s easy to work all day and accomplish very little.

    You have to be intentional about priorities. If you only worry about filling time slots and meeting deadlines, you may neglect more important, high-value tasks.

    But living by deadlines gets you into trouble

    Humans are terrible at guessing how long it takes to complete projects. Guessing is even more challenging when we are developing something new. We’re not machines, and our day-to-day outputs don’t tend to fit into neat algorithms. When we estimate completion date on a project, we don’t take into account the non-project related work that creeps into our schedules. Those emails, meetings, and team member commitments that crop up at the last minute cost time.

    We often associate dates and days with certain emotions. For example, do you find yourself as productive on Friday afternoon as you are on Tuesday? Relative estimation of when you’ll complete a task doesn’t take into consideration how feelings affect work.

    Advertising

    To top it off, you can give several teams the same task, and they’ll all complete them in a slightly different time frame. Their velocity on work turnaround, calculated in points, will vary along with their time frame. Setting arbitrary times for finishing work makes it impossible to use velocity as a selling point in your team’s effectiveness unless your team performs significantly better than your competitors.

    How to make guesses more accurate

    Instead of relying on deadlines and dates to stay productive, you can take a more objective approach. The management technique known as scrum can help you accomplish this. In the book Scrum: The Art of Doing Twice the Work in Half the Time, the Scrum technique allows you to produce better estimates for planning timelines by using a system of points instead of units of time.

    When you’re working to solve complex problems, there are usually several teams involved. It’s impossible to guess how long it will take to complete a project on your own or communicate your team’s needs to other groups. Your role in a project may require little effort, but the teams around you may have to expend considerable effort for their part. You need the input of every team involved to arrive at a reasonable estimation.

    Use story points

    The most productive teams have switched from setting deadlines to deciding how long tasks will take based on a process known as scrum or agile estimation. They use story points (the input of various teams involved) to understand the relative difficulty of each task.[1]

    Advertising

    Workers rate the degree of difficulty using a Fibonacci-sequence: 0, 0.5, 1, 2, 3, 5, 8, 13, 20. This abstraction pushes the team to make tougher decisions around the difficulty of work.

    They assign numeric value to their respective portion, and play “planning poker.” In planning poker, workers hold up a number that they think represents the level of difficulty for that project.

    Make sure everyone’s on the same page

    When all parties agree about the numbers in planning poker, they know that they are all on the same page about the timeline. If the numbers differ, the teams must discuss how everyone reached their numbers.

    Sometimes, we have no idea what obstacles other teams face. This method opens a dialogue about what it will take to actualize a project. Differing opinions in the difficulty of a project can address whether everyone is working on the same scale.

    Advertising

    Don’t complicate the points

    It’s best to set an upper limit of 20 story points when you are trying to make a project less complicated. Anything greater than that needs to be broken into smaller attainable steps. Breaking tasks down into smaller steps keeps teams from becoming overwhelmed.

    Hindsight is 20/20

    When you’re trying to give an accurate estimation for how long a project will take, don’t forget to think about past experience. If you’ve done similar jobs, consider how long they took to complete and what pitfalls you experienced. Think about the number of story points that particular aspects cost.

    The more data you can refer back to, the closer you’ll be to landing an accurate estimate. Besides, you may be able to improve on previous methods so that you can complete your work more efficiently.

    Stop being a slave for deadline

    Setting a deadline based on how long you think the task will take can leave you scrambling or turning in substandard work. There’s no reason for you to work harder when you could be working smarter.

    By thinking about your work in the abstract story points system instead of time, you’ll be able to communicate your needs and understand the needs of others much more clearly. You’ll know when you need to break tasks into smaller steps, and you’ll have a more efficient way of thinking about past experiences with similar projects.

    To learn more about effectively planning your next project, read Scrum: The Art of Doing Twice the Work in Half the Time.

    Reference

    More by this author

    Leon Ho

    Founder & CEO of Lifehack

    How to Learn Quickly And Master Any Skill You Want Re-learn How to Learn in the Information Age Enhance Focus with Productivity Music (Recommended Playlists) How to Improve Your Memory: 7 Natural (And Highly Effective) Ways How to Break Bad Habits: I Broke 3 Bad Habits in Less Than 2 Months

    Trending in Smartcut

    1 How to Be a Leader Who Is Inspiring and Influential 2 How to Use Sticky Notes for More Productive Reading And Learning 3 8 Critical Skills for Workplace Success and Career Advancement 4 How to Use Debt Snowball to Get out from a Financial Avalanche 5 How to Find Work Motivation When You’re Unfulfilled at Work

    Read Next

    Advertising
    Advertising
    Advertising

    Last Updated on March 15, 2019

    How to Be a Leader Who Is Inspiring and Influential

    How to Be a Leader Who Is Inspiring and Influential

    When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

    Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

    In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

    What Makes a Leader Fail?

    A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

    If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

    And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

    What Is Effective Leadership?

    Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

    Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

    Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

    Advertising

    “… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

    How to Be an Inspiring and Influential Leader

    To be an inspiring and influential leader requires:

    1. Courage

    The late poet Maya Angelou once said,

    “Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

    Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

    For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

    In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

    It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

    Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

    Advertising

    2. A Commitment to Face Your Internal Demons.

    If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

    The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

    To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

    3. A Willingness to Accept Feedback

    Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

    Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

    4. Likability

    Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

    When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

    Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

    So, likability is important for both the leader and the people she leads.

    Advertising

    5. Vulnerability

    Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

    When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

    6. Authenticity

    Authenticity is about living up to one’s stated values in public and behind closed doors.

    Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

    7. A True Understanding of Inspiration

    Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

    Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

    Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

    Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

    As explained in the article True Leadership: What Separates a Leader from a Boss:

    Advertising

    “A leader creates visions and motivates team members to work together towards the same goal.”

    8. An Ability to See the Humanity in Others

    Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

    This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

    9. A Passion for Continual Learning

    Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

    These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

    Influential leaders proactively seek out opportunities for learning.

    The Bottom Line

    No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

    Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

    More Resources About Effective Leadership

    Featured photo credit: Markus Spiske via unsplash.com

    Reference

    [1] Harvard Business Review: How to Be an Inspiring Leader

    Read Next