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Updated September 2026: in 2020 I was out of work for a long time because of laptop problems during lockdown. Once fixed, my manager still assumed my laptop was broken, until I told him I was available, and I was promptly placed back with the same difficult onsite lead. I have rewritten it into advice on returning to work after a long technical outage.

Lockdown restrictions and system problems kept me without a working laptop for a long time. When it was finally fixed, no work came for a few days: my manager still thought my laptop was broken. I felt low, browsing videos, and eventually told him I could take new work. I was assigned straight back to the same difficult onsite lead and a complicated request.

Why tell your manager as soon as you are back?

Because managers plan with the information they have. If they think you are unavailable, you are left out of allocation, and good opportunities go to others. A prompt "I'm back and available" lets them include you.

How do you avoid long equipment outages?

• Report problems to IT immediately, in writing, with a ticket number.
• Follow up every few days and keep your manager informed.
• Ask whether a loaner device or remote access option is available.

How do you restart after a long gap?

Catch up on team updates, check your access to tools, and ask your manager about current priorities. A short conversation about what has changed saves days of confusion.

What if you are put back with a difficult stakeholder?

Use what you learned before. Set clear scope and change processes at the start, and keep communication in writing. Returning with a structured approach changes the dynamic more than hoping it will be different.

Does a long outage affect your appraisal?

It should not, if it was outside your control and documented. Keep the IT tickets and emails, and mention the period briefly in your self-assessment so the gap is explained.

How do you deal with feeling low during downtime?

Use it for learning or tidying files once your device works. Idle time without purpose is draining; small goals help.

Keep reading

• Pushing Back on Work While Requirements Are Unconfirmed
• New Work Arrives Two Days Before Your Leave
• Preparing for a Call When Your Support Is Unavailable

Updated September 2026: in June 2020 I hoped my manager would tell the onsite team we would wait for final client requirements before more work. Instead, he asked me for a status update, and then offered no support while more tasks arrived. I have rewritten it into advice on pushing back on work while requirements are unconfirmed.

I prioritised the onsite team's task list and worked through it. I hoped my manager would tell them we would continue once the client confirmed requirements. When he asked for the status of open tasks, I updated him in detail, expecting support. He simply closed the conversation, and more tasks kept arriving.

Is it reasonable to pause work until requirements are final?

Partly. Pausing everything can delay the proposal. Continuing without limits leads to repeated rework. The balance is to finish work that is stable and to hold work that depends on unconfirmed requirements.

How do you propose that balance?

• Split tasks into "stable" and "depends on client answers".
• Complete the stable tasks promptly.
• For the rest, state what answers are needed and from whom.
• Agree that dependent tasks start once answers arrive.

What if your manager will not raise it?

Raise it yourself with the onsite team, politely, with your manager copied: "Items 4 to 6 depend on the client's volume figures; we will complete them once those arrive." Framed around the client, it is hard to object to.

Why did giving a status update not lead to support?

Because a status update describes the work but does not ask for anything. Pair it with a request: "Can you confirm with onsite that we pause items 4 to 6?" A specific ask gets a specific answer.

How do you avoid feeling unsupported?

Build other allies: a delivery lead or account manager who understands the work. Support does not have to come only from your line manager.

How do you keep the onsite team on side?

Deliver the stable tasks quickly and well. A team that sees fast progress on what can be done is much more willing to wait for the rest.

What should you record?

Which tasks were completed, which were paused and why.

Keep reading

• Proceeding Without Feedback: Staying on Track
• Back at Work After a Long Laptop Outage
• Asked for an Early Draft? Share an Outline Instead

Updated September 2026: in 2020, after reaching my hometown for a long vacation, I had two days of working from home. The morning was quiet, then my manager messaged with a large new piece of work. I was angry and delayed replying. I have rewritten it into advice on responding when new work arrives just before leave.

I hoped the two remote days before my leave would be quiet. Until late morning, my inbox was silent. Then my manager messaged about new work, apparently large. I was furious and did not want to reply. Eventually, after a long delay, I had to respond.

Why does delaying a reply backfire?

Because silence leaves the manager assuming you have accepted the work, or that you are not working. Either way, you lose the chance to shape what is expected before you leave. A prompt, clear reply gives you more control.

How should you reply?

• Acknowledge quickly, even before you know the details.
• State your leave dates and the days you have left.
• Offer what you can realistically do, such as the first part or a plan.
• Suggest who can take it on during your leave.

How do you judge what you can finish?

Ask for the deliverable and deadline. Break it into parts, estimate each and pick what fits into your remaining days without evenings. Share that split with your manager for agreement.

What if your manager insists on more?

Ask directly whether your leave should be moved, and let them decide. Most managers respect approved leave when the choice is put clearly.

How do you hand over cleanly?

A short note: what is done, what remains, where files are and who to contact. Send it on your last day.

Should you start the work at all?

Usually yes, for the parts that make handover easier: reading the brief, setting up the files, listing open questions and drafting the structure. That setup is valuable to whoever continues, and it shows goodwill without committing your leave.

How do you manage the frustration?

Recognise that new work arriving before leave is common and rarely personal. A clear reply turns frustration into a plan.

Keep reading

• Proceeding Without Feedback: Staying on Track
• Back at Work After a Long Laptop Outage
• Producing a First Version Under Time Pressure

Updated September 2026: in March 2020 the offshore delivery lead and I agreed to proceed with our original storyline because onsite had not responded, and worked hard for a second day, both with leave coming, while worrying whether our changes matched the client's needs. I have rewritten it into advice on proceeding confidently without feedback.

With no update on the document we had sent, the offshore delivery lead and I agreed to continue with our original storyline and send an updated version to onsite for review. We both had vacations coming, so we worked hard all day to close the request. Throughout, we worried whether our changes matched the client's detailed requirements.

How do you reduce the risk of working without feedback?

• Trace every section to a requirement: if it maps to the client's request, it is on solid ground.
• State assumptions openly in the document.
• Send versions with specific questions, so reviewers can respond in minutes.

How do you check the storyline is right?

Read only the headlines of each section in order. If they answer the client's main questions in a logical sequence, the storyline is sound. If a headline does not connect to a requirement, question whether it belongs.

Is it worth working long days to finish before leave?

Sometimes, if it means a clean handover. But set a stopping point. A document finished at midnight by two tired people can contain errors that cost more to fix later. A good handover of a nearly finished document is often the better outcome.

How do you manage the anxiety of not knowing?

Accept that some uncertainty is unavoidable when clients are slow. Record your reasoning and assumptions; if the direction turns out wrong, the record shows it was a reasonable call with the information available.

What should the handover note include?

The latest version, the assumptions, the open questions for onsite and who will pick up feedback when it arrives.

What went right?

Agreeing a decision together with the delivery lead meant neither of us carried it alone, and the work kept moving.

Keep reading

• Producing a First Version Under Time Pressure
• Asked for an Early Draft? Share an Outline Instead
• Pushing Back on Work While Requirements Are Unconfirmed

Updated September 2026: in February 2020, with little support and only a few hours left, I consolidated what information I had into a defined structure, covering every topic leadership had raised, even if the document ended up longer than the client asked for. I have rewritten it into advice on producing a first version under time pressure.

My manager was not helping and teammates had shared little. With hours left before the first version was due for leadership review, I decided on a structure and started consolidating. At one point the document held more than the client had requested, but I made sure every topic leadership mentioned on the call was covered.

Why start with structure?

Because under pressure, structure turns scattered information into a document quickly. Once headings are fixed, you can fill each section from whatever sources you have, and the reviewer can see the whole shape even where content is thin.

How do you choose the structure?

• Mirror the client's request or RFP sections, in their order.
• Add sections for each topic leadership raised.
• Put the executive summary first, even if written last.

Is it a problem to include more than the client asked?

It can be. Extra material makes the document longer and harder to evaluate. In a first version for internal review, it is fine to include more and let reviewers cut. Mark optional sections clearly, so they are easy to remove before submission.

How do you make sure nothing leadership raised is missed?

Keep a checklist from the call notes and tick each item as the document covers it. Send the checklist with the draft, so reviewers see their points were addressed.

What should you ask reviewers?

Which sections to strengthen and which to cut. A first version is for direction, not polish.

How do you fill sections quickly?

Start each section with two or three sentences that answer the client's question directly, then add supporting detail from the repository. Leave clear placeholders where information is missing, marked in a colour, so gaps are visible rather than hidden in generic text.

How do you avoid working alone next time?

Ask for named contributors for specific sections at kickoff, with dates.

Keep reading

• Asked for an Early Draft? Share an Outline Instead
• Proceeding Without Feedback: Staying on Track
• New Work Arrives Two Days Before Your Leave

Updated September 2026: in January 2020 I politely declined a delivery person's request to send a draft outline and slides by end of day, because an early version would draw too many comments and pull the work away from the client's needs. That evening my manager asked me to work the weekend on an urgent leadership review. I have rewritten it into advice on when to share early drafts.

I explained to the delivery person why I did not want to publish a version yet: it would attract many comments and divert attention from the client's requirements. We ended the conversation, and I moved on. After hours, my manager called asking if I could support the request over the weekend, as leadership urgently needed something to review.

Why hold back an early draft?

Because an early, rough draft shared widely invites comments on everything, including parts that are not ready. Reviewers anchor on what they see, and the discussion can drift away from what the client asked for.

When should you share early anyway?

When a senior reviewer needs to shape the direction. Leadership often wants to see an early version to steer it, and saying no can lead to the request going over your head, as happened to me.

How can you share without inviting chaos?

• Share an outline, not slides: headings and key messages only.
• Limit the audience to the people who must steer it.
• Ask specific questions: "Is this storyline right?" rather than "any comments?"
• Label it clearly as a draft for direction only.

How do you respond to a weekend request after declining?

Offer the outline approach: "I can send a one-page storyline by Saturday noon for leadership to steer." It meets the need with far less weekend work.

How do you keep your manager aligned?

Tell your manager when you decline a request from a delivery person, with the reason. Otherwise the request can reach them without context.

What did I learn?

That the reasoning was right, but an outline would have satisfied everyone.

Keep reading

• Producing a First Version Under Time Pressure
• Proceeding Without Feedback: Staying on Track
• Pushing Back on Work While Requirements Are Unconfirmed