Together we can make it happen

My calendar is open. I’m counting the weeks ahead.

I have a task to complete that’s going to involve a number of people. I think about what’s needed from each person and how long it might take them.

I put in reminders, checks so I know if things are on track.

We’ve got time to complete that task, so that’s good.

Several meetings later, and I have another set of actions.

They go into my calendar.

I’ve not had chance to look at my email for a few hours. I find a number of requests are waiting for me. Two are marked URGENT!

I sigh.

Take a long   deep    breath.

I look at my calendar again.

There isn’t much time when I’m not scheduled to be in a meeting.

I block out what remains. And then re-prioritise my to-do list.

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A little while later and another meeting. We’re discussing hosting an event. There’s lots of ideas, which is great. Then there talk of dates. All are put forward with good reason. But I begin to push back.

I can feel the tension pulling my shoulders tight, and a prickle on the back of my neck.

I am aware that I’m now being obstructive, and it’s not something I’m comfortable about doing, but the dates that are being put forward are clashing with other important deadlines.

There isn’t agreement, so we agree to look at this outside of the meeting.

I don’t have time immediately to consider this further, as I plunge into the next meeting.

I’m at home mulling over the timing. A part of me is knotted with frustration. Hosting the event is a deadline of our own making, so we have control. We can schedule it when we’re based placed to deliver it. But I am also aware of the arguments for setting it at the time favoured by most in the meeting, and it’s clear the date set is not going to suit everyone.

Planning is going to be critical.

A small group of us, including my team who will be heavily involved in delivering it, meet to discuss the event. We talk about the pros and cons of the preferred date and the impact of hosting the event on our other key deadlines. Several of us put forward suggestions and alternatives. Together we arrive at a consensus.

We start to sketch out a plan.

It becomes apparent that starting work on the event now will give us time and space to deliver the event along with the other deadlines. One of my team volunteers to set out a plan of activity and track progress against it.

And the count-down begins.

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I’m re-prioritising my to-do list. It’s something I do each day.

I’m conscious that some things keep being pushed down, and it’s not until I’m chased or told it’s urgent that I give them attention. I don’t like it. But at the moment it’s all I can do.

Our major deadlines are pressing.

The event is almost upon us.

I’m almost constantly on edge.

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A month later and I’m looking at my inbox with URGENT! messages, and hold my head in my hands.

Exhaustion has hit.

But looking back, we made our deadlines and delivered an event that received good, positive feedback.

There were moments when myself and others had to chase for things. But we made most of it happen at a pace that felt under our control. We didn’t have to send urgent emails.

It’s taken a toll and I’m tired, as are my team. Still it was good to have delivered something well received by others.

And I learnt something. I’ve always been a planner. It’s always been important to me to deliver tasks on time and to the best of my ability. But I realise if I feel I can’t do that, then I back away. The combination of the event, the deadlines and everything else we all had on our plates pushed the boundary of what I thought myself and others could deliver. It was through coming to a common consensus with those most heavily involved in delivering the event around critical deadlines, with each of us working to our strengths, we were able to support each other and deliver it all.