Navigating The Work Emergency

Frequently Re-prioritizing Talent May Have Consequences

Photo by Nicolas J Leclercq on Unsplash

Have you ever had to stop what you’re doing at work for a work-related “emergency?”

Has a leader in your organization ever said, “I need you to stop what you’re doing and focus on this instead. It’s an emergency, and the company’s leadership is asking for it. I need it ASAP!”

We’ve all been there and likely have heard the “I need you to do this now, instead” talk track at some point in our professional lives. These things happen daily in every industry, including business, government, non-profit, academia, etc. They’re extraordinarily common. But are they ok? It depends on the circumstances, and it depends on your perspective.

If the same leader has developed a habit of doing so, this could raise a red flag. It might arise from various factors leading to the consistency, such as ineffective management of business activities, leadership uncertainty at one or more levels of the organization’s structure, or an inability to communicate effectively, especially in conveying the actual need. Worse yet, it could involve all of the above, and more. In any case, something is likely wrong, and if it’s not addressed, it can result in the costly attrition of an organization’s most valuable resource: its people.

Some may argue that businesses operate in environments where work must be regularly reprioritized and adjusted. Fine, perhaps that is true. I’m curious to understand what that organization’s mission is in such instances and what protocols are established to mitigate the negative effects of reprioritization. By negative effects, I refer to the implications of not completing routine, seemingly lower-priority assignments, projects, and tasks within the necessary timeframe, considering that resources for doing so were reallocated to higher-priority items. I also refer to the negative effects of halting work and refocusing it elsewhere and how that impacts employees. If you believe it doesn’t, I suggest hiring a leadership coach sooner rather than later for your own benefit.

The reality is that all routine work continues regardless of its importance, because even when lower-priority routine matters are deemed less critical, they remain relevant. That’s why they are routine; they’re not really meant to be negotiable. If they were negotiable, then either the resources allocated for completing the lower-priority matters are not adequately distributed, or they were never a routine requirement to begin with, which would make them optional. And that would be a bigger problem. Regardless, what are you doing as a leader to solve the equation? And, more importantly, do you know what the components of the equation are?

If your answer is that the same resources you just reallocated to other assignments are still expected to complete the lower-priority tasks afterward, you’re likely to lose them. They probably won’t stay on your team long enough to tolerate the behavior for extended periods and may quickly jump at a better offer to join another team or organization that provides more stability if the chaos of perceived (or real) unnecessary reprioritization occurs too frequently. The time it takes for that to happen depends on their tolerance levels. Providing free coffee, donuts, and bagels in the workplace will not overcome that obstacle — they will eventually leave you once the threshold of tolerance is surpassed. When that occurs, you’ll have to hire, promote, retrain, and the list goes on. It’s a costly proposition.

So…what about the real emergencies and real crises at work? I argue that very few businesses truly experience them, but let’s review a few to level-set the narrative:

· An aviation company whose plane experiences a technical issue resulting in a crash is a real crisis.

· An automobile manufacturer whose vehicles inadvertently power down while driving on a highway, causing injury, is a real crisis.

· An oil company responsible for a major leak into the ocean is a real crisis.

· A cargo ship defending itself from pirates is a real crisis.

· A city, county, or state government managing through a natural disaster is a real crisis.

Now, let’s review some examples of perceived work-related emergencies:

· A phone call demanding something is not a real crisis. It’s a phone call.

· A resignation notice from a key employee is not a crisis. It’s an indicator.

· A failure of your subordinates to complete a critical assignment on time or on target is not a crisis. It’s also an indicator.

· A person missing a day of work at a plant or in an operation where their presence is crucial to operational success is not an emergency; it’s a failure in planning and, of course, also an indicator.

· A senior leader’s request to generate a report overnight detailing losses on a project over the preceding twelve months is not an emergency; it’s a request. And, if you haven’t figured it out by now, it’s also an indicator.

What are the indicators? Leadership skill deficiencies. Lack of planning. Lack of accountability. The list goes on. People leadership is complex — it’s not supposed to be easy. It requires diligence and thoughtfulness. It demands empathy, vision, and a whole lot more. You cannot please everyone at every moment; the fact is, people will move on from you regardless of how great a leader you are. It’s better for them to move on because you helped them secure a promotion or land a role where they can provide more value to an organization than to be caught flat-footed.

It’s acceptable to ask your team to stop what they’re doing to re-prioritize for your boss, your boss’s boss, or even their boss. If that’s what the organization truly needs at that moment, it’s understandable. Business is not always straightforward and predictable. However, if you’re being asked to do this repeatedly, you may have an issue, and it might be time to address it with your supervisor.

If you are the supervisor, manager, leader, or hold another position of authority, and you either exhibit or tolerate this behavior in your organization, pay attention. This leadership style has consequences, and a few small adjustments could lead to significant positive changes for your team and organization, helping to prevent undesirable outcomes. Finally, if you’re unsure how to address this issue, seek assistance. There’s likely someone within your organization, if it is large enough, who can offer advice or lend a hand. If that’s not the case, external resources such as leadership coaches, leadership development experts, and others are always just a phone call or email away.