Managing Competing Demands and Other Deadlines.

This week’s question is all about unpredictability and the struggle to find some kind of structure in your day.

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Script | 326

Hello, and welcome to episode 326 of the Working With Podcast. A podcast to answer all your questions about productivity, time management, self-development and goal planning. My name is Carl Pullein, and I am your host of this show.

In an ideal world, we would be able to set our calendar for the week and allow it to flow from one event to another while getting all our work done in a timely and relaxed way. 

Sadly, that ideal world does not exist and never will. Life is unpredictable, and for the most part, we are dealing with other people who likely do not share our priorities or long-term vision and, in some cases, expect you to drop everything to deal with their crisis or problem. 

This week’s question goes to the heart of these issues: how do you cope when your carefully laid plans are destroyed by events and the urgencies of the people around you? 

So, let me hand you over to the Mystery Podcast Voice for this week’s question. 

This week’s question comes from Max. Hi Carl, I work in a job with competing demands. I can plan most things ahead but occasionally get asked, often at the last minute, to complete tasks that require an immediate or 24-hour turnaround. How do I fit these into my planning schedule so my other work plans are not thrown into chaos?

Hi Max, thank you for your question. 

When asked what was most likely to blow governments off course, former British Prime Minister Harold MacMillan replied, "Events, dear boy, events." 

Well, the truth is, it’s not just governments that can be blown off course; we as individuals can also be blown off course by events, too. 

Around three years ago, I carefully planned a day to record the update to my Apple Productivity course. I had set up the studio the night before, checked my notes, and went to bed comfortably with the knowledge that nothing could stop me from getting the recording done the next day. 

Around 7:00 am, I woke up and noticed our beloved Yorkshire Terrier was looking very sick. He had thrown up his food and was unable to get up off the floor. 

He was old and suffered from a heart condition, and I knew something was terribly wrong. My wife was 50 miles up the coast staying with a friend, so I called her immediately, put Barney into the car and set off to pick my wife up before going to the vet. 

Barney passed away that day, and for the next two days, I was certainly not in the mood to record anything. The whole day was a nightmare. 

Later that day, I looked at my appointments for the next day and cancelled them all. No one objected; everyone understood, and I was able to mourn the passing of my best friend (anyone who has a dog will understand that one) for a couple of days without the worry of work.

Whenever you are thrown off course by events, and your plans for the week get destroyed, it’s easy to think everything’s destroyed. Yet, is it? You see, we always have the power to renegotiate deadlines, put off a few things for a day or two, stop and review what has happened and reschedule a few of the lower-value things. 

However, probably the most powerful thing you can do is to build some structure into your day. I learnt this from possibly the most productive and relaxed person I have ever worked with. 

Andrew was one of the first bosses I ever had, and he would arrive at work at 8:30 am each day, walk into his office and close the door for 15 minutes. That was his sacred time, and everything could wait until he was finished. 

What Andrew was doing was going through his mail (it was paper back then—no email in those days), reviewing his calendar (a beautiful A4 leather folio with a week to view) and writing down the five most important things that needed to be done that day. 

He would then open his door, and he was available again. 

Andrew would block time out on his calendar each day for doing those five or six tasks. Some would be lengthy, requiring an hour or two; others may be a simple follow-up call with one of his leadership team members. 

On the occasions I saw Andrew’s diary, I saw that he always had at least thirty minutes between meetings and blocked time. The time blocks were written in pencil, and the meetings were in blue ink. As he completed his tasks, he would cross them out. 

Those gaps in his diary were to deal with the unknowns that inevitably came up each day. The chairman may have called and demanded a change to the marketing plan for that week, or there may have been an accident in the workshop that needed dealing with. None of these were predictable and my guess is you also have a few unpredictable tasks and events occurring each day. 

The best thing you can do is plan for them. 

While you may not know the precise nature of these unknowns, what you do know is that there will always be a few each day. You will likely not know what the crisis will be, but if you work on the principle that there will be a crisis each day, you can at least leave sufficient time to deal with it. 

What about the constants in your day? We all have communications to deal with—email, Teams or Slack messages—and admin. 

These are what I call my constants, and as such, I know I will need some time each day to deal with them. 

As I’m sure you’ve discovered already, skip responding to your messages for one day, and you have double the amount to do the next day—which means you need double the amount of time as well. If you are already squeezed, how will you find double the amount of time tomorrow? You won’t. And that leads to backlogs building up. 

If, in an ideal world, you would like an hour a day for managing your communications, but owing to interruptions and emergencies, you only have thirty minutes one day, take it. Thirty minutes is better than nothing. Doing a little each day will keep the mountain from becoming impossible. 

The key is consistency. Be consistent with your constants. 

In my world, there’s always content to create. Blog posts, podcasts, YouTube videos, and newsletters don’t create themselves. Content creation is a daily constant, so I set aside two hours each day for it. For the most part, my content creation time is 9:30 to 11:30 am each weekday morning. However, owing to some unknown, there will always be one or two days when that will not be possible. Okay, so All I need do is look for another suitable time that day, and if that’s not possible, I will have to look for another day. 

Every productive person I have met or learned about does this, and every unproductive, disorganised person I have met or learned about doesn’t. 

The artist Picasso was available for anyone and everyone until after lunch. Once lunch was over, he’d disappear into his studio and paint for four or more hours without allowing anyone to disturb him. Maya Angelou hid herself away in a local motel bedroom from 7 am until 2 pm. It was only after she emerged from that room that she was available to other people. 

You do not have to be that extreme, but the point is if you have work to do, Max, you need to protect time to do it. No one can escape that. Hoping time will miraculously appear is not a great strategy. 

The only strategy that works is protecting time and respecting that time. 

What I have discovered is that when someone asks you to do something by a certain time, the deadline they give you is based on their estimation of how long the task would take them to complete, given their current workload. It is not based on your current workload or ability to complete the task. 

Recently, I was asked to record a two-minute video for a partner. The person asking me had never recorded and edited a video like this before and asked if I could send it over by the end of the week. Given that I was asked to do the task on Thursday evening, I instantly knew it would be a tall order to complete the task. Recording the video would take fifteen to twenty minutes, and the editing would likely take three or four hours. 

I accepted the task but asked if I could send the edited video over the next week. The response was, “Great! Thank you so much for doing this for us.”

That was an easy negotiation. Yet, unless you try, you will never know. 

I could have panicked, removed some of my planned work, and completed the video by the end of the week, but, as so often is the case, the deadline was not really a deadline; it was a guess and an attempt to make me treat the task as urgent. 

You owe it to yourself to explore the potential for negotiation on deadlines. 

Every one of us will be different. We do different jobs, and we have multiple responsibilities related to family, friends and our work. Just because I think you can do something by tomorrow doesn’t mean you can. Only you know if something is possible. 

And always remember, if you are given 24 to 48 hours’ notice of a deadline, the problem is not yours. It’s the person who left it so late to ask you for help. You are always in a stronger negotiating position in these circumstances. 

Now this is entirely different to being reminded of an impending deadline that you have known about for several weeks. That’s on you and is your mistake. 

In these circumstances, that would be an indication that your weekly planning is failing and needs looking at. 

Ultimately, Max, if the work you do involves frequent last-minute deadlines when you plan the week, these need to be taken into account. I have a flexible day on a Thursday to catch up. I don’t plan any content work on Thursdays. I try to schedule meetings and leave enough free space to catch up on anything that may be behind schedule for the week. 

This week, I used that time to send my accountant the VAT receipts she’d asked for and finish this script. Next week? Who knows what I will need the time for? 

I hope that has helped, Max. Thank you for your question, and thank you to you too for listening. 

It just remains for me now to wish you all a very, very productive week.