This post makes me think about the opposite angle too: Many managers might (rightfully) believe that their team is dragging their feet on work, especially when they see much faster work done when there's an urgent deadline.
Perhaps especially with more disengaged teams, eg: remote teams with more autonomy and looser people and product management.
The wartime framing kinda relates here too. Wartime definitely has costs in perhaps making you too single-minded, reaping over tending. But perhaps for many shapes of companies or teams this is optimal, and you'd want to err myopic than slow quite often.
This post makes me think about the opposite angle too: Many managers might (rightfully) believe that their team is dragging their feet on work, especially when they see much faster work done when there's an urgent deadline.
Perhaps especially with more disengaged teams, eg: remote teams with more autonomy and looser people and product management.
The wartime framing kinda relates here too. Wartime definitely has costs in perhaps making you too single-minded, reaping over tending. But perhaps for many shapes of companies or teams this is optimal, and you'd want to err myopic than slow quite often.
I think that urgency is almost always important, but that it's distinct from everything being a constant emergency