Sunday, June 28, 2020

Pushing Back on Work While Requirements Are Unconfirmed

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.

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Sunday, June 7, 2020

New Work Arrives Two Days Before Your Leave

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.

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