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If the person keeps missing the deadline, and there are no consequences, why would they complete the task?

In my coaching sessions, one topic that has come up a lot lately is chasing people: having to do so repeatedly and still not getting what you need.

Let’s take an example: you ask a colleague in another department to do some much-needed analysis so you can make some recommendations to your boss. You asked by email some weeks back. Then you followed up with another email about a week later, and then you messaged them, and also called. It’s been a few weeks now. Each time you received a similar response: ‘Oh, yes, but we are very busy. We’ll get to it’. A fob-off. So, what mistakes did you make?

  • There was no deadline, because in the first email, you said ‘ASAP’. No one understands ‘ASAP’ and it can mean anything. Don’t use it.
  • You set no specific deadline. A deadline of ‘Friday next week’ is OK. Even better is Friday 12 at 4.45pm. It makes the deadline seem more real.
  • A reason was not included. For example: ‘The reason we need XYZ by <date> is because if we don’t have it by then, we can’t do ABC.’ It’s compelling to highlight any detrimental impacts.
  • You used your boss/client as a reason. ‘My director needs this by that date.’ This may be a genuine reason, but the problem is that by passing the buck you lose influence. The boss influence can be used another time if you need it.
  • You didn’t get confirmation. When you ask for what you need and say when, check if they can do it. When they (hopefully) say yes, you have a commitment.

If the person keeps missing the deadline, and there are no consequences, why would they complete the task? They wouldn’t. If there are no consequences for them and no change in behaviour from you, they aren’t going to get it done. To get a different result, you need a different behaviour. Otherwise, you are living the t-shirt: ‘If you do what you’ve always done, you’ll get what you’ve always got.’ Your changes in behaviour could include:

  • Reiteration of the agreement: ‘This is what I think we agreed. Is this what we agreed?’ Make sure everyone knows where they stand.
  • Explore why: Ask ‘how can I help you to get this done?’. You are offering help while reminding them they have a job to do.
  • Reiteration of the impact: ‘The reason we need this is because XYZ.’

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