Prioritizing work and making decisions are two sides of the same coin. Perhaps they’re even the same side. Ignore the coin analogy, but recognize prioritization and decision-making are inextricably linked. Conversely, the inability to prioritize implies an inability to make decisions.
Many Leaders and managers pride themselves on having clear direction, purpose, and goals (maybe they even call them OKRs, whatever.) And yet, that conviction and clarity of what’s to be done now is rarely felt or seen by teams. Instead, teams are given multiple priorities, vague goals, and sometimes have no defined charter or purpose. This dynamic ultimately leads to competing priorities, putting teams on constant defense: Nobody is ever happy, and someone is always challenging the value of their work.
This caustic environment is easily resolved: Empower teams to make decisions by providing them all the information you have (include your own bias! It’s OK!), and then trust their decision is the right one. Establish a forced ranking system that demands focus on only one thing at a time (i.e.: limit work in progress.) If that’s not possible, then find a way to make it so. (That would be Leadership, versus, say, management.)
There are a number of prioritization frameworks out there, all aiming to help teams make decisions. Deciding to do everything, all at once isn’t a decision, but rather an abdication of decision making responsibilities. Multiple priorities (an oxymoron if there ever was one) lead to high WIP. High WIP leads to longer lead times. Longer lead times leads to delayed features and greater uncertainty of progress. You know the drill – you’ve seen it a million times.
Empower teams to force rank work. Drive clarity and enable feedback when the ranking seems counter to the broader objective/goal. Team and customer satisfaction are sure to follow.
Goscin.ski 