Stressed by deadlines? Don’t be afraid to ask for extensions | Managers at Work

My team members are frustrated that they are constantly being handed deadlines for projects that they can’t meet. When the deadlines are not realistic, they get very, very frustrated and stressed out. I know that at least a couple of them are looking for new jobs.  In a few situations, we’ve been able to negotiate extensions or changes but that doesn’t happen regularly. Since these unrealistic deadlines have become a regular thing, team members just want to quit.

We’ve all been there, right? When the deadline is impossible, the workload piles up and the anger and frustration grow.

Depending on how chronic the deadline problem is, the stress around unrealistic deadlines can really build up over time. “I am being asked to complete a job that was supposed to take 1.5 years, compressed to a month or two. I am burnt out,” wrote a technical writer on Reddit. “My mental health, family life, and everything else is spiraling. I’ve become so overwhelmed with the task that I freeze and don’t know where to start. I’ve been looking for greener pastures because it hasn’t been sustainable.”

Whether the unrealistic deadlines result from shifting client priorities, new company mandates, changing team priorities, manager preferences or other factors, researchers agree that unrealistic deadlines can produce some of the highest levels of stress. “Studies have shown that deadlines are one of the most stressful aspects of the workplace — especially when we (or our bosses) overestimate how quickly we can complete a task, and then end up scrambling to meet an excessively tight timeline,” wrote Harvard professor Ashley Whillans in a 2021 piece in Harvard Business Review.

“And this isn’t just about feeling a little stressed. Time pressure due to unrealistic deadlines has also been found to have a significant negative impact on creativity, effectiveness, and overall performance.”

How to resolve this? It might sound too simple, but asking for an extension isn’t as bad a choice as it might seem. In a survey of more than 1,000 working adults in the US, Whillans and her colleagues at Harvard found that slightly under half of important work deadlines were adjustable. “Many deadlines are a lot less strict than they may appear, and some are downright arbitrary.”

In her research, Whillans pointed to a couple of reasons why team leaders don’t ask for extensions. One was the fear of negative judgments if they do ask. “Employees are hesitant to request extensions out of concern that their supervisors will judge them negatively for doing so, and as a result, they forgo the chance to improve their performance in a manner that their supervisors would care about,” she writes.

Besides worrying about negative judgments, people sometimes make incorrect assumptions about the importance of timely completion of a project vs. the quality of the final product. “While there are some cases in which speed actually is more important than quality, our research suggests that those cases are a lot less common than most people think,” Whillans says.

Of course, it’s another story if people ask for extensions over and over and that can lead to negative evaluations, she says.

What makes the difference in managing unrealistic deadlines is effective communications. “My recommendation to project managers is that instead of saying ‘no,’ lay out options for the person/people asking for the unrealistic timeline,” says Tres Roeder, president of Roeder Consulting in Cleveland. “Explain the trade-offs. For example, the project manager might say, ‘I can deliver the project by that deadline if I receive more resources.’”

“Using the approach of giving options, instead of saying ‘no,’ or arguing the timeline is unrealistic, puts the decision-maker in the position of well, making the decision,” he says. “They can determine if the trade-offs are worth it. This way, the project manager is not seen as an obstacle, but instead as a problem-solver presenting options.”

Mike Schmidt, a managing partner at a national law firm Schmidt & Clark LLP agreed, saying that clear communications is critical. “If I find out that the team can’t meet the promised deadline, I make sure everyone on the team is aware of the situation. We huddle up, discuss the challenges, and lay all the cards on the table. Transparency is crucial at this point.”

“Next, I work closely with the team to reassess the project timeline. We break down the tasks, identify critical paths, and determine if there are any possible shortcuts without compromising the quality of our work. It’s all about finding that delicate balance between efficiency and maintaining the high standards we’re known for. Sometimes it might mean renegotiating deadlines with management, presenting them with a realistic timeline backed by a solid plan.”

If the deadline results from factors outside the team’s control, Schmidt says he is not afraid to have an “open conversation” about it with senior leaders. “Whether it’s additional resources, extended deadlines, or a reevaluation of expectations, I make sure our concerns are heard,” he says. “It’s about finding solutions together rather than pointing fingers. Ultimately the key is to adapt, communicate and collaborate to navigate through challenging timelines.”

A manager at a Chicago company agreed, saying that expectation setting and detailed communication are key to managing successfully through unrealistic deadlines. He offered a few additional tips:

Unpack the reason for the deadline – “Many business deadlines are not real in the sense that they don’t have immediate downstream dependencies or business consequences if they are not met. An effective technique can be to ask your manager why the deadline was set for a specific date. Understanding the rationale can help you understand whether this is a real priority or something that can be delayed.”

Break the deadline down into components – “Maybe there’s one piece of the deadline that’s mission-critical among many pieces that are not. Understanding which piece of your deadline is truly needed can not only make your life easier but can show your manager that you know how to prioritize. Relatedly, maybe a ‘first pass’ or a ‘draft’ is acceptable rather than a fully completed, finalized piece of work.”

Explain what is required to meet the deadline – “Give your manager an honest (not exaggerated or understated) appraisal of what will be required to meet the deadline. Maybe you’ll need to postpone other pieces of work or ask team members to put in extra hours over the weekend, for example. Giving your manager a view of what’s required shows that you know how to do your job and are thinking about the bigger picture. It can also help you think about how to re-prioritize your time.”

Ask for help if you need it – “Be honest about what you can and cannot achieve. The worst situation is to sign up  for a deadline that you don’t have a realistic expectation of meeting effectively. It’s better to raise your hand and say that you need extra support to meet a deadline than to miss a deadline or underperform.”

“Often, companies find someone with extra capacity or expertise to support you. Big, important deadlines can actually be opportunities to take on more responsibility and show you can succeed at a higher level if you make sure you have the help you need.”

Managers at Work is a monthly column exploring the issues and challenges facing managers. Contact Kathleen Driscoll with questions or comments by email at [email protected]