I'm/we're busy. And...?
"Nobody is too busy, it's just a matter of priorities" Unknown
Really? When will you not be busy? Next week? Next month? The truth is it will never happen. I don't mean to be negative or insensitive - it is not my nature, but I hear this often, I've thought about it, and I cannot find much use for the phrase. It really sets me off when I hear it from a business. "We're really busy, or we only have 2 technicians..." None of that is my problem. If a business cannot hire the proper number of people or is not prepared to manage its workload, then it doesn't deserve to be in business. At least don't say that to me, the customer - as if I'm supposed to assume the burden. The concept is the same in leadership.
Telling your boss or your subordinates that you are busy is stating the obvious. Using 'busy' as a crutch or an excuse doesn't help either. "We need to punt on that initiative until we are less busy." Again, that will not happen. It's akin to presenting a problem and not a solution to your boss. He or she now owns the busyness and must address it instead of you. It is an unfair proposition.
As a leader, "I know you are busy," does not help. Again, it is stating the obvious. It comes off as disingenuous. You'll need to come to the conversation with something more.
I certainly believe some empathy is in order. Empathize with a person or team which is very busy, but don't let it stop you from moving forward and getting things done. Instead, speak of priorities. Stack work in order of priorities and navigate your busyness that way. Another way to present busyness is to speak in terms of risk. "Boss, this extra workload will cause risk to the existing projects the team is focused on. And I suggest..." or "Team we are going to move forward with this project. Here is my analysis of risk and your new priorities, and I'm providing resources (time, money, contractors) as I can to help with the workload."
Leaders should indeed, do the analysis on workload, manage risk, and should be empathetic to how much their people and teams are doing. They should analyze person-to-task and shed the unnecessary, but should coach their people into offering something more useful than, "I'm/we're busy." Teach them to clarify priorities and analyze risk. That will be more useful in trying to work through heavy workloads. Because one thing is certain. You'll be just as busy next week, next month, or a year from now.
Make it Personal!
Rob
Rob Campbell