Managing Workload and Priorities

Do you reassess priorities often enough?

Summary
Transcript

Libby Goldschmid leads and develops teams across 12 divisions, for a multi-billion dollar organization. As you can imagine, that requires constant evaluation of priorities and her team's workload.

“So often, people assume that the priority for Monday is still the priority on Wednesday,” says Libby, “not [considering] the fact that on Tuesday, the total dynamics changed to where now that's a secondary priority.”

Everything can’t be a priority – “or that becomes a fire drill and you're a fireman,” says Libby. When that happens, Libby explains that whether you are a leader or a team member, you need to speak up. “Raise your hand and say … what can we alter, change, correct in order to have the time to meet this real priority and then [ensure] everything else is secondary?"

Hear more true challenges and solutions as Libby candidly shares actions you can take to achieve your team goals while effectively assessing priorities and workload.

Staying engaged when you do have some challenges that come at you is a difficult thing, but it's going to happen. After all, that's why they call it work and not play because you have some challenges. When that happens, again, I go back to the communication. I can't stress how important communication is in the open dialog. And there's always a way to figure out and solve a problem that's presented from a work environment. It's just reassessing the priorities. So often, people assume that the priority for Monday is still the priority on Wednesday, and not given the fact that on Tuesday, the total dynamics changed to where now that's a secondary priority that we need to focus on.

So it's the balance of what is it we're all really trying to achieve, what are the resources that are needed to achieve that, where can we make some changes and alter our path, and where do we really have the priorities? Because not everything can be a priority or that becomes a fire drill and you're a fireman. I think when that happens, you really, as a leader and as a team member, need to kind of raise your hand and say, "Whoa, hey, I've got too much going on. What is it that we can alter, change, correct in order to have the time to meet this real priority and then everything else is secondarily?"

And again, it goes back to don't assume anybody's workload. Ask them the question, "How are you doing? What time do you have? What open capabilities are there that we can pull from your team that would help in this dimension?" And then, even higher up than that. If everybody's on the same page of what is the expectation as a team that we're trying to achieve, I think it starts there with the communication. "This is what has to happen and this what's nice to do," and kind of figure out those priorities along the way.
201618

Libby Goldschmid

Libby Goldschmid is the Corporate Director of Sales, East Region at Core-Mark International in Atlanta, Georgia. A graduate of the University of Alabama and member of the Kappa Alpha Theta sorority, Libby has 25+ years of experience i...

Take Action

Complete the following Action Items to put the insights in this video into practice,
and share them with your team to continue your leadership growth.

Perfect your new leadership skills every day with these exclusive Leadercast exercises, available to Subscribers! Click here to become a Subscriber.