Quelles sont les meilleures façons de communiquer avec votre patron lorsqu’une échéance est irréaliste ?

We need to assess whether it is unrealistic or is it unwillingness ? How much is the employee willing to walk an extra mile for an organisation . If the deadline is not quite essential one must talk it out with the boss . I believe that when there is a shared vision ,each one can contribute their bit . It begins with the leader as well . Being with the team while they meet deadlines , will help in the journey being smooth . Personally , I do this often carrying a cake or cookies from home while the teams are working .

It's better to get it right than right on time - depending on the context, stakeholders, etc. Take the mantle to inform all concerned that the product will be excellent, but requires some fine-tuning.

Deadlines arise, when timelines are missed. Reasons can be valid or created. Another perspective may be ⚡️How will one get Promoted? 🎯You are constantly working on your skillset & your skills exceed the needs of your current position… 🎯You are ready to show MEASURABLE accomplishments or results and the benefits… 🎯How have you overcome obstacles to meet tight deadlines on difficult assignments, both individually and with your team…. 🎯Does your team admire and follow your work and expertise… 🎯Ready to take Challenging assignments and prove/ test your abilities

I think one needs to understand whether the deadline is real or arbitrary. I’d ask the boss about the deadline …. There may be reasons that make it immutable in which case one can adjust priorities and ask for help so deadline is met. But if deadline is fake or unimportant, that is telling too. Leadership lessons: make deadlines real; worker lesson: know the real deadline by asking!!

Saying No can be difficult. But here are 3 best strategies: 1. Evaluate Time Commitment: Workout if the new task can be accommodated. Write down what important goals needs to be achieved first. 2. Use EQ Based Polite Language: Once you have shown the boss that new task will impact key current deadlines, break out of this cycle, it’s time to start saying No intelligently. 3. Offer Alternates: Suggest ideas how can it be delegated, revised or outsourced to show your interest and involvement. Use words like: I think our new trainee ABC would be able to assist in achieving this important milestone. I can share his email ID. It’s probably best to give this to someone who can give it more time and attention etc

One thing I have found helpful is to give a heads-up well in advance if the timelines are unrealistic. Before having the conversation it is better to have all the pros and cons of the situation handy so that a clear perspective can be shared and set realistic deadlines to ensure the quality of deliverables.

Go back with a proper plan along with its realistic timelines, in confidence with your execution team and then discuss with the boss for his reconsideration. If not acceptable by the boss at that instance, then discuss the pros and cons of such a deadline. Ask for boss support to meet the provided deadline, assuming that the boss already has some action plan to brief or execute for its success. Both not in agreement, then give your best and prepare for the worst.

One thing I have found helpful is to ask good questions to understand the quality of output required in this instance and the variability in terms of scope defined by boss..It's uncomfortable to discuss the conversation of I can't but it's better to do it at the start of assignments than in mid or at the last leg..

The first thing I would do is to learn as much as possible about what I'm being asked to do. That research would make it easier for me to evaluate the a realistic time frame for the completion of the task. With that information in hand, I would have a conversation with my boss, share my findings with her/him, and ask for more time to complete the task.

Communicate the interim milestones, the challenges that you forsee, and invite his/her opinion on any alternative approaches that could crunch the timeline. A reasonable supervisor will either value add and help you with ideas that will make you meet the timeline expectations, or will practically modify the deadline.

I suggest an "here is what I can do" approach when delivering the news that a deadline can't be met. Here is a framework: "I see the deadline for the report is on Friday. Due to xyz project, I unfortunately don't have the bandwidth to meet the deadlines for both projects. Here is what I can do: I can move the timeline for xyz project to next week and get the report done by Friday or if we can adjust the timeline for the report, I can deliver on xyz project as planned and get you the report on Tuesday. What do you think?" The key is to avoid saying NO or that you won't do it, but instead offer what you can do, and when possible, getting your boss or stakeholders to help you re-prioritize for the most critical activity.

While preparing your case with relevant facts will help you justify the "why" it doesn't really go beyond that. Be solution-focused, not just problem-aware, when discussing the situation with your boss. Start with the workaround in mind, highlighting why there is an issue with the deadline and suggestions for ways to get things to come together for a positive result.

Showcase the thorough consideration of all aspects of the task, including milestones, risks and challenges, and what is needed in order to meet the deadline. - Collect all relevant information such as time estimates, tasks breakdowns, requirements, and data to support your claim. Or use past example to demonstrate how the given deadline is unrealistic. - Clearly outline the risk & challenges associated with the deadline, such as quality compromise, potential error. - Be specific on the resources required in order to meet the deadline. - Discuss on the key deliverables. - Suggest alternatives as such delegating/ outsourcing less critical parts of the task to others or propose an alternative and achievable deadline that ensures success.

I’m my experience, and being in the people crisis field, deadlines are at times but I’m the back burner is a life needs to be saved! I’ve had to send lists of Crisis and time spent. I’ve learned to document out of the ordinary events of my day, which occur routinely in the mental health field.

As I mentioned above, if you are confident in your skills, you'll be able to differentiate that whether a deadline is actually unrealistic or you're not skilled enough to fulfill it. And after differentiating you'll be able to communicate with your boss your exact problem.

To prepare my case, I first secured a dedicated time slot on my supervisor's calendar to ensure we could discuss the matter without interruptions. I then compiled all the tasks she had assigned me into a well-organized document. This included the time assessments I had made for each task, effectively turning subjective feelings of overwhelm into objective data. By presenting this information in a clear, typed format, I made it easy for her to grasp the full scope of the workload. This preparation was crucial in facilitating a constructive conversation about prioritizing tasks and setting realistic deadlines, ultimately leading to a more manageable and effective work environment.

Whenever I have proposed alternative solutions, I have always considered the 'what-if' scenarios. I have presented a risk assessment that outlines the consequences of sticking to the original deadline versus the benefits of adopting a more realistic timeline. Understanding the potential costs of missed deadlines can help decision-makers appreciate the value of thoughtful, well-paced work.

Open dialogue is key in this situation. Be Clear and Concise. Begin by acknowledging the importance of the project. Then, present your concerns about the timeline using concrete data or examples. For instance, "I've reviewed our project plan, and given the current resources and the complexity of tasks A and B, meeting the deadline will be challenging." Be solutions-oriented. Instead of just presenting the problem, suggest alternatives. Maybe you could prioritize certain tasks, extend the deadline, or allocate additional resources. For example, "If we could have an additional week or bring in some extra help, I believe we can ensure a more thorough and successful outcome."

It is important to show a willingness to help, but assessing the project before committing to it is equally important. If you can work on the project, could you specify the conditions for its success? These conditions could include delegating or delaying other tasks, getting support from colleagues, acquiring additional resources, or requesting more time based on factual reasons. The key aspect here is to provide facts and evidence rather than just your personal views or emotions. It's in everyone's interest that the project is of high quality, and this can be achieved by creating the right conditions. It's up to you to come up with these conditions but be prepared for some challenges, pushback, and acceptance.

We all know timing is important when delivering bad news, but I believe in delivering good news fast and bad news faster. The sooner we get the issue on the table the sooner we can work to solve it. Hopefully, these "bosses" are not just that, but real leaders (with high EQ and compassion) and we don't have to walk on eggshells around them.

This is way too mechanistic for me. People on teams work together and negotiate deadlines and workloads. Leaders can make fake deadlines that produce unnecessary tension. Why is the assumption in this piece that leaders are so formalistic and temperamental that one needs to pick the best week and day and hour to approach? Not all leaders are hierarchical. Not all leaders are unapproachable. Try a touch of human engagement……

In my case, I opted for a face-to-face meeting to ensure a nuanced and constructive dialogue. Given that this was an early career experience for me, having data at hand significantly boosted my confidence. The meeting allowed for real-time feedback and the opportunity to clarify any points of confusion immediately. It also provided a space for my supervisor to share her perspective, making the conversation more collaborative. After the meeting, I made sure to send a follow-up email summarizing what was discussed and agreed upon, reinforcing the commitments made and ensuring there was a written record for future reference. This approach proved effective in resolving the issue and setting a precedent for open communication.

Picking the right time is important but being respectful of other's time is equally crucial. Propose and block a time on your boss's calendar, never do spontaneous catch-up on important work discussions. The best mode of communications for me is either face-to-face or video call, with an follow up email to summarize discussed points. Personally, I usually avoid Mondays, anytime between 11:30am to 2:30pm, and Fridays after 4:30pm.

Just as you may feel pushed, so may your boss. So, give them a heads up on what you wish to discuss. Make it as easy to understand as possible. Eg " I would like to meet to discuss the deadline for.....to see what is the best way to achieve our priorities"

It is crucial to understand the habits and moods of your manager. They may have specific days where they are more stressed and busier, and other days where they are more relaxed and open to challenges. In my case, for instance, my boss is more open and talkative on Friday mornings, as he typically works from home. It is important to identify the days that work best for your manager and avoid scheduling meetings or discussions on days where they have long or board meetings, or at the end of the morning or afternoon when their energy levels may be low, and their patience may be limited.

It's easy to say xyz reason and try to shift the decision to someone else. But giving a workable practical solution shows our responsibility in completing the task. If the boss doesn't have a toxic intention, this is the easiest way to convince him/her too. This approach solves the problem not just for us, but to all.

I think it's important to remember to emphasize on collaboration and open dialogue during the discussion with your manager. Suggesting regular check-ins to review progress, making adjustments as necessary, and ensuring that everyone involved remains informed and aligned with the project's goals. These check-ins can also provide an opportunity to discuss any unexpected challenges or bottlenecks that arise, fostering a sense of shared responsibility.

Come prepared with suggestions and options. Facts about the actual needs of the people the project is supporting will help identify the highest priorities.

I initiated the conversation by expressing my willingness to take on all the tasks but highlighted that doing them all simultaneously was overwhelming. This approach armed with the data mentioned earlier set a positive tone and focused on solutions rather than problems. I suggested that as new tasks were added, we could collaboratively decide what could be removed or deprioritized to maintain a manageable workload. Once my supervisor saw the data, she immediately understood the situation and was able to prioritize tasks effectively. The meeting was constructive and solution-oriented, reinforcing the importance of open communication and mutual understanding in achieving successful outcomes.

Communicate on information and data gathered, be factual. Ensure you have prepared realistic suggestions, workarounds and solutions to the issues you brought up.. Focus on resolving the situation, not make it a complain or excuses making session.

Instead of just presenting the problem, come prepared with potential solutions: - Can parts of the project be prioritized for the given deadline, with other components delivered later? - Is it possible to get additional resources or assistance? - Can some tasks be simplified or eliminated?

I try that when communicating with my boss, I prioritize solutions over problems. Demonstrating your proactiveness, responsibility, and flexibility underscores your commitment to quality work and project success. Avoid the pitfalls of sounding like you're complaining, blaming, or making excuses. Instead, present the situation objectively, acknowledge your boss's expectations and concerns, and propose realistic, feasible solutions or compromises. Invite your boss's feedback, valuing their perspective and suggestions. Understanding your boss's standpoint and addressing their needs is the initial step in effective communication, fostering collaboration, and maintaining a productive working relationship.

Avoid moaning, groaning, and lamenting that you are so busy. This is not a performance review talk. This is a talk about a task and how it can be done correctly. That’s where you need to focus. Show you care, you want to do this project and make it a success. That you are open and flexible to make it happen. And come up with how you think that can be done, what are the roadblocks or support you need from him and what conditions would you need as well as why you need them. Ask their views and try together to come up with a plan. Important is to have his “blessing’ on the strategy and the approach, you’ll feel supported and he’ll see an interested and dedicated employee.

Assertive and timely communication is the key. If the details of the task are not entirely clear, ask clarifying questions. Prepare yourself with good arguments. Stick to the facts. If the project or task deadline turns out to be unchangeable, discuss with your boss how you can rearrange your other priorities.

It's not always possible for your boss to affect the time or the scope of the project. Be prepared with a list of additional resources required to meet the new deadline.

Delivered in a manner in which you ask your boss what he/ she thinks or what they suggest, after sharing every few points. Allow and get your boss's inputs, it's a discussion not a personal talk show. Be concise, clear and factual in what you are bringing up during the discussion. Don't go off topic and no grandmother stories. No finger pointing as well. Keep composed, don't express emotions unnecessarily, it's just work situation, nothing personal.

Meeting deadlines is crucial, and being accountable for both the delivery and quality of work is essential. It’s also important to communicate with your boss when faced with unrealistic deadlines and explain the potential consequences to maintain a balance between expectations and reality. I would definitely do that and insist on showing the downside of either not meeting a deadline or delivering a poor quality of work when having such a conversation.

Encourage your boss to provide input on your proposed solutions or offer alternative suggestions. This makes the conversation collaborative.

Respect is a crucial aspect of any relationship, and it should go both ways. When having a relationship with your boss, you should feel comfortable enough to express your thoughts without being intimidated or afraid of their authority. However, it's essential to maintain the respect and professionalism required for a discussion between two colleagues. Since bosses are typically busy, being assertive and straightforward during meetings is essential. Bring only the necessary information, make suggestions, and ask for their opinions. Make sure to leave the meeting with a clear understanding of the roadmap and a mutual agreement on how and when the project will be completed.

If one’s boss is so doctrinaire, I would think about a new job. The key is to work with NOT for someone. This whole piece assumes an arrogant harsh boss and a scared employee. Try two adults trying to do what’s best for the enterprise. Boss says staff: I need you. What works for you as we have big real sudden deadline? Worker: share more about what needs to be done….perhaps j can reprioritize or we can bring in an added set of hands.

Share context and details about the process of achieving the deadline. Seek inputs and make tweaks based on value-adding feedback. From the side be open to understanding the context from your boss. Is there an objective reasoning behind the deadline? Often direct communication solves this problem.

After the meeting, send a follow-up email summarizing the conversation and any agreed-upon actions. This ensures you both have a clear record of the discussion.

If you constantly find yourself on the receiving end of challenges despite your best efforts, it may be a sign that it's time to consider a change and move forward in a new direction.

This is about establishing boundaries, and "setting boundaries" doesn't entail restricting yourself to your capabilities. It means demonstrating respect for both yourself and your colleagues. Effectively communicating your needs to achieve your goals showcases self-awareness and a willingness to engage in respectful and strategic collaboration. That promotes successful teamwork while safeguarding your own well-being.

It's essential to consider the long-term relationship with your supervisor. Here are some additional points to keep in mind: -Ongoing Dialogue: Regular check-ins can prevent future misunderstandings. -Positive Framing: Always frame conversations as collaborative problem-solving sessions, not as confrontations. -Be Adaptable: Show that you're willing to adjust and learn, which can go a long way in building trust. -Acknowledge Their Pressures: Understand that supervisors also have their deadlines and pressures; showing empathy can strengthen the relationship. By maintaining a positive and open line of communication, you not only solve immediate issues but also invest in a more harmonious and productive work environment.

There are decisions that your boss can not control. At one company, the President allowed the Sales people to promise delivery dates for custom machines with penalties for late delivery. Engineering and Manufacturing could not meet the promised dates most of the time. Perhaps you AND your boss both need to look elsewhere.

La situacion puede ser mas compleja aun ,cuando se reporta a varios jefes, uno local, otro regional, cada uno cree que su prioridad es la mas importante o efectivamente lo son. En consultoria es muy frecuente ya que se trabaja para varios clientes y proyectos a la vez, todos igualmente urgentes, importantes e interesantes, y cada cliente cree que lo suyo es prioritario. Poner citas de chequeo para estar seguro de los avances,ir haciendo informes periodicos sobre resultados ayuda ante la necesidad de un plazo mayor, o se justifica porque acortar el alcance del proyecto. A veces menos es mas. Mas corto,claro ,concreto, menos detalles . Tener un cronograma e ir mostrando avances. Saber decir no .Poner limites.

Sometimes, bosses do not see the process as time consuming. They tend to over promise and over zealous - which is why you should do a step by step walkthrough with him/her to provide an insight into the working process and IF there is any step(s) within the process that could be eliminated to offset for a shorter TAT.

I would add the following: Set up a personal meeting with your manager (yes, right time is a key). During this meeting: - Showing your willingness and openness to cope with the case; - Be proactive (yes, provide all possible solutions and be prepare with all of them in advance); - Looking for support from other team (who can help you to make it possible to meet deadline, of course, if it it really possible and can be an option); - To gather as much information as possible; - To try to look at the situation from your manager's side.