Managers Often Find Themselves Sandwiched In A Position Wher

Managers often find themselves sandwiched in a position where they must manage priorities

Managing multiple priorities is a common challenge faced by managers, especially when they must balance organizational goals, personal objectives, and team management responsibilities. According to Morgenstern (2016), four root causes often lead to bottlenecking and decreased productivity: Plate-spinning, People-pleasing, Perfectionism, and Processing intuitively. Identifying which of these root causes resonates most with personal experience can offer insight into effective prioritization strategies. For many, People-pleasing emerges as a significant hurdle, where the desire to accommodate others' needs can overshadow personal and organizational priorities, leading to overwhelmed schedules and diminished productivity.

In my personal experience, I struggled with People-pleasing when I worked as a project coordinator. My tendency was to agree to all requests from colleagues and supervisors, fearing that refusal might harm professional relationships or diminish my reputation. As a result, I often took on additional tasks beyond my capacity, causing stress and a backlog of work that compromised quality and timeliness. At the time, my decision to accept everything appeared to be the best approach, driven by the need to be cooperative and to avoid conflict. However, feedback from my supervisor indicated that my workload was unsustainable, and that clear boundaries and prioritization were essential for effective performance. They indicated that transparent communication about my capacity and workload could facilitate better delegation and task management.

Applying Morgenstern’s tip to “set boundaries and use language to say no,” I realize I could have employed a more assertive approach. By communicating politely but firmly about my existing commitments and limited capacity, I could have prevented task overload. Implementing Morgenstern’s technique—using specific, honest explanations for declining additional duties—would have helped preserve my productivity and mental well-being. This approach would have reinforced the importance of managing my workload proactively, emphasizing the need to prioritize tasks aligned with organizational priorities and personal capacity.

This example underscores the importance for managers to recognize their own root causes of bottlenecking and to develop strategies to address them. Effective prioritization requires not only choosing what tasks to focus on but also communicating boundaries and managing expectations with stakeholders. Leaders who understand their tendencies—such as People-pleasing—can implement strategies like Morgenstern’s to maintain focus on high-impact activities while avoiding burnout and disengagement. Future managers can learn from this experience by emphasizing transparent communication, setting clear boundaries, and employing structured prioritization tools such as Eisenhower’s Matrix or the Pomodoro Technique to stay focused amidst competing demands. Building self-awareness around personal bottlenecks and actively employing proven techniques can enhance overall productivity, team effectiveness, and organizational success.

References

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