As much as business leaders want to laud all of the advantages of the collaboration revolution, people at all levels are frustrated by its many side effects. You are inundated by more and more requests. You are drowning, more or less, in a cascade of asks from internal customers. You want to be a good team player. You want the power that comes from being a go-to person, someone whom others are always trying to go to for help. And maybe you've got some ego invested in your ability to deliver for others. So, of course, you want to say yes. You know that you can't say yes to everyone and everything, but you often feel as if you can't say no either. You might wonder: If I don't say yes, then who will? The answer might be nobody, in which case, you might feel as if you really have no choice but to say yes. Or the answer might be somebody else, in which case, you feel you had better say yes or risk becoming less of a go-to person, at least to this customer. Try to provide a sophisticated way to disguise curtain rails or tracks around the casement windows in your house.
As a result, you probably often say yes when you probably should say no. Or you say yes without establishing realistic expectations and clear parameters about what you can do, when, and how. You say yes without asking the asker what you really need to know, such as When? and How so that you can actually deliver your part. Or maybe you are waiting for the other person to do their part so you can do your part. This leaves you wondering which work to do in what order. Your immediate boss might, or might not, help you prioritize. But it all has to get done, as soon as possible. Floor-length curtains are probably some of the most versatile of window dressings for the sash windows in your home.
So, at any given moment, you probably owe too many things to too many people. Juggling so many commitments, you'll soon start dropping balls. Its just a matter of time. You feel as if you are always in danger of disappointing somebody. You certainly don't want to disappoint your boss or any of the other bosses. Your lateral colleagues, with less authority to hold you accountable, are the ones whom you are most likely to disappoint. Many people find it hard to dress their sash windows london appropriately, not wanting to obscure them whilst still needing the privacy that window dressings afford.
Still, they need whatever they need from you, ASAP. And when you disappoint your colleagues by not delivering for them, this leads to delays and missed steps in their work. Maybe they go over your head to complain to your boss or their boss complains to your boss. You are likely to hear plenty about how you've disappointed your lateral colleagues. You might be thinking, Oh, OK, boss, should I disappoint you next time instead? New aluminium windows work brilliantly in living rooms where darkness isn't a priority, and allow for privacy whilst still letting in natural light.
Meanwhile, you're forced to rely more and more on people you cannot hold accountable. More frustrating still is when the shoe is on the other foot. Just like everybody else, you will eventually need to make requests of your colleagues, people who are working alongside you or in other teams, functions, and departments. But when you are forced to rely on them, its easy to forget that your colleagues are facing the same pressures as you. They also want to be go-to people, so they probably say yes too often and, just like you, find themselves overcommitted, scrambling to manage competing priorities. And when your colleagues drop the ball and don't deliver for you, this leads to delays and missed steps in your work. Communications slip through the cracks. People misunderstand each other or lose track of specifications. As more things go wrong, everybody has more delays and mistakes to deal with, so everybody's overcommitment just keeps getting worse.