7 ways to deal with unreasonable expectations of action during coronavirus

7 ways to deal with unreasonable expectations of action during

Once costs are cut because of COVID-19, the next quick fix is ​​to add more work and hopefully everything will be done. Here's how the rest of us deal with it when too much work comes down too early.

It is a difficult time in the world; many households are reducing their spending because of coronavirus. Companies will see a decline in revenue and a move that will surprise anyone, cutting back on their expenses. These costs are, of course, someone else’s income, leading to a decline in revenue for business-to-business companies. Finally, when there is nothing left to cut, organizations turn to the next thing: Starred ideas and hopes for more revenue through more projects and higher productivity.

That's right. You are busy trying to figure out how to work from home and the boss is creating three new projects.

Here's how to deal with unreasonable expectations from senior management

SEE: Coronavirus: Critical IT policies and tools that every business needs (TechRepublic Premium)


    1. Do not fight the bull

    A matador, armed with swords, a cape, a funny costume, and his witchcraft against the bull have little chance. Instead of going on, the matador uses wit, charm, temptation, and animal vigor, and deception to improve the animal.

    I am not saying that using deception or manipulating control is an understatement - in fact it is not. I do, however, say that the simple, controversial approach fails when I work in a reckless system. If you do not say so publicly, this could pose a threat to the director's authority. We summarize this as Michelle, the manager of a hyperscale cloud program, says: "That's not putting you off."

    2. Use humor

    Consider the whole staff meeting where the leader talks about “how we all have to give one hundred and ten per cent.

    During Zoom's call, you lean back in your chair, take a deep breath, go to your team's Slack channel and write: "Whew. Finally we can take a break."

    This change in meaning tends to evoke a simple human response: laughter. Lightness is perhaps the only way to say that everyone was already working at an unstable pace, and hope is not a strategy.

    Sometimes humor is the only way for people to hear things.

    3. Do not take it personally

    Someone else decided that the group could do 40% more work at the same time.

    I can't.

    This is not your problem.

    Keep coming in, work some extra steady time, and let those deadlines go by. Jeffrey Fuller, Lucid's employee software engineer, goes on to say "Don't burn yourself out. Technology is a marathon, not a sprint."

    If you reward an unreasonable expectation with extra inconsistent work, expect more unreasonable expectations. That's how incentives work.

    4. Find an alternative to an agreed agreement (BATNA)

    Sometimes, the most effective way to get your work done is to not worry about maintaining it.

    Again, I’m not saying go ahead with conflict. What I recommend is that if you are mentally prepared to be lower, exterior, right size or left size, you can design the kind of confidence required to stay in the job. That could mean reconnecting with old friends, it could mean working on the resume or seeing who is hiring. By building a funnel that attracts opportunities, you can be as desperate as any one opportunity.

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    5. Say what you will do

    Today we are talking about emotions, not logic. Logic fights the bull. You could, for example, list the total number of hours already expected on each project, how they add up to 120 hours per week, and you can no more to take. Expect a response like "You have to think outside the box." That fights the bull.

    You can say what you do, in writing "What I'm going to do right now is do foo, bar, and baz projects are my number one, two, and three priorities." In three months, when foo, bar, and baz are done and everything else is lying on the floor, you can sign back to that email. You gave people the opportunity to change your priorities and choose not to. The key is to do this without compromising on all sides. In six months, it's "I told you that" or career advancement - pick one.

    6. Experience the culture

    The list above is just what would work for me in the average of the companies I was working on. As a consultant, I've seen a number of companies - but maybe not yours. Examine what successful people do and see if you can do these things ethically. They seem to be a small subset of this list, as well as little things like dress up a little, or down, depending on the culture. There are some companies, such as Theranos, where the directors simply lied about what they expected until the company failed.

    If that's your company, you may need another article.

    7. Build and cultivate relationships

    Perhaps a little bit of that, is our program manager, Michelle, who reveals that, during the reduction season, there are always a number of "slackers who do nothing" who can The reason is invariably the strength of their relationships.

    If you try this indefinitely, if you give in, it will not work. Instead, this must be true. Learn what employees like to do - whether it's to talk about their children's home school, the latest Star Wars movie, or to care about excellence in work. Ask them how things are going. Learn the names of their children. In the end, there is a slight trap about an unreasonable schedule that feels, for them, much better than a challenge about dates in a group. Be sympathetic to understanding that and try to be a friend.

    Relationships are an investment.Invest early. Invest often. Always invest in relationships.

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