A tight deadline isn't a barrier to the team's spirit. Breaking down the responsibilities into simpler versions and dividing it to the team will make it more easier. Not just stopping oneself from the responsibility allotted alone but by working together. At the end of the day, Together Everyone Achieves More as a TEAM.

As a manager, use your influence to break down barriers to your team’s success. Ask your team members “what can I do to make your job easier?” and then take action. Relieve your staff of side tasks or administrative work so they can focus on the deeply technical parts of the project they need to close out.

You need to work very hard with the person, not the professional, to understand his/her needs, how they think, how they feel, how they like to do things to create a delivery plan and "walk all the way with them", giving the support they need, encouraging them, empowering them to guarantee success. Let them know the potential they have and treat them as talented persons, not as employees.

Counter-intuitive insight about tight deadlines: They're rarely about time management. They're about decision management. Three practices I've seen work: 1. Change the questions From: "How do we do it all?" To: "What matters most?" 2. Use subtraction - What can we remove rather than rush? - Which features aren't critical for learning? - Where are we over-designing? 3. Create safety for hard choices - Protect space for honest discussions - Make scope negotiations normal - Value clarity over comfort Great product design often emerges not from having more time, but from having clearer priorities.

Occasionally working under tight deadlines is manageable for teams, but when it becomes a regular practice, it signals a leadership or organizational issue that needs to be addressed. Sustainable processes and realistic timelines are essential to prevent burnout and maintain team productivity and morale.

From my experience leading R&D teams, keeping motivation high under tight deadlines requires clarity, communication, and recognition. I break the project into prioritized tasks with clear timelines, foster transparency to address roadblocks quickly, and celebrate interim achievements to boost morale. Delegating responsibilities based on team strengths builds trust and accountability. This approach has consistently helped us meet deadlines without compromising quality. What strategies do you use in similar situations?

Let every team member understand the big picture of the project and it's deadline. Then breakdown it into a list of tasks through discussion and order it in an optimal sequence as per the priority of each task in front of the team. Finally assign to them. This makes everyone to be responsible on their task as they know the criticality of their task on the whole project because of having an idea of a big picture. Also it enhances team work and helps each other if someone stucks at some point.

Work as a team Assign the easy tasks to the less experienced staff Work together to create a plan that will work as a team Execute the tasks that will have long lead times and find a path that lead to a successful team effort Once job is done sit down and discuss what was done right and what needs improvement This can be done over a lunch in a relaxed environment so that all members will feel part of the solution and not the problem Communication is key And as a manger you need to be approachable and reasonable