Thursday, October 4, 2018

Chasing a Reviewer Who Keeps Promising 'One Hour'

Updated September 2026: in 2018 I wrote about sending a solution deck to a delivery expert who kept promising a review "within an hour" and then did not reply. I have rewritten it into a guide to chasing reviews without damaging the working relationship.

I had framed the solution from my understanding of the client's needs and my earlier experience, and sent it to the delivery expert. I expected a response the next day. There was nothing: no reply, no acknowledgement. When I called, she said she was busy and would come back within an hour with updates, and that everything would be closed by the end of the day. I did not yet know that those promises would not be kept and I would have to keep pushing.

Why do reviewers promise and then go quiet?

Because the promise is made to end the call. Delivery work usually has closer deadlines and louder escalations than a proposal, so the review keeps slipping. It is rarely personal, which is useful to remember when you follow up.

How do you chase a review effectively?

Make it small: list the three or four slides that need their input, not the whole deck.
Offer a slot: "Can we go through it for 15 minutes at 4pm?" is harder to postpone than an open request.
Confirm in writing: after the call, send a one-line mail with the agreed time.
State the consequence: "Without your review, the estimate goes as drafted" often gets a response.

When should you involve your manager?

When the delay threatens the submission. Share the timeline of requests and replies, and ask your manager to agree time with the reviewer's manager. Do it before the deadline, not after.

What can you do to reduce the risk next time?

Agree review dates at kick-off, and build in a buffer day before submission. If a particular reviewer is always late, send drafts earlier and in smaller pieces.

Is it acceptable to submit without the review?

Only if your manager agrees and the assumptions are clearly stated. A proposal with unreviewed estimates can create problems later in delivery, so record who approved the decision.