You have a great team, and they have great ideas. But there is just no way you can get to them all—and certainly not at the same time.
Whether they are big or small projects, it can be challenging to know which to approve and which to let go. Here are three questions you can ask yourself before deciding to pursue, defer, or decline a project.
1) Does this align with the company’s or your team’s strategy?
This should be the first question on your mind when considering new projects. However, the allure of additional revenue can easily tempt leaders away from their strategies.
Taking a step back to evaluate whether the project in question advances company goals or divides its attention and resources can help ensure the organization stays on course. Spending a few minutes mapping out how the project aligns—or doesn’t—with the strategy can clarify this decision and make it easier to explain to any stakeholders involved.
Rule of thumb: If the project doesn’t align, decline.
2) What does this project signal to your team?
In addition to the actual work that you’re asking your team to take on, approving certain projects and proposals signals what is important to you and the organization and where their focus should be. It may also suggest the kinds of ideas they should bring to you in the future.
It can distract and confuse your team if you send mixed signals by approving (or even deferring) programs that are not aligned with the strategy. Worse, it may drain the organization’s energy if people are unsure where to focus or why they are working on certain projects. Thinking about the signals you are sending can also clarify whether the project is a good fit by revealing gaps or connections that may have been missed initially.
3) Is this the right time to take on this project?
Timing for your projects is as strategic a question as the fit with your goals. Beyond resource constraints, complexity should also be a consideration. Taking on projects adds complexity to your organization; taking on multiple complex projects simultaneously can be disruptive, impacting quality, productivity, and service.
This is the time to prioritize: Which projects are most critical, and which can be deferred or declined? Deferring a project for the right reasons can have several benefits. In addition to spacing out the work, it gives your team time to prepare for what lies ahead, demonstrates that you understand the scope of their work and its implications, and improves morale by preventing them from not feeling overwhelmed by multiple projects. Declining a project offers many of these benefits, and it can be even more powerful. Saying no allows teams to focus fully on their current tasks without distractions, and it frees up space for more strategically aligned projects.
However, it’s essential to be mindful of why you might be deferring a project. Sometimes the fear of missing out (FOMO) can cloud our judgment. Questions like “What if this project makes the difference this quarter?” or “What if our competitors are working on something similar?” can lead us to defer projects without a strategic reason, intending to revisit them later. When these doubts arise, revisit the first two questions: Does this align with our strategy? and What does this project signal to my team? You might also consider scanning for additional information to ensure that FOMO isn’t influencing your decision.
Knowing if and when to take on a project can be challenging. Fortunately, you are not making these decisions in the dark: Use your company strategy to guide you through tough calls. By aligning your decisions with that strategy, considering the signals you send to your team, and carefully timing each project, you can make confident, well-founded choices that serve the best interests of your organization.
Making these strategic decisions confidently and effectively is a skill that requires practice. Our Executing Strategy programs give leaders the opportunity to strengthen this skill by working through realistic scenarios where they can practice assessing alignment, timing, and team impact in a safe, hands-on environment. Through these programs, leaders gain the experience needed to make clear, strategic choices that drive their organizations forward. Learn more at the Executing Strategy page of our site.
