Chief Counsel: Set Deadline Expectations Early and Stick to Them

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What’s wrong here? Was an agreement really made? Should the chief of staff expect the backlog to be cleared out in August? Indeed, no definitive expectation or course of action was agreed to and both parties would likely walk away with different expectations. Instead let’s consider the following conversation:

Chief of staff: We need to eliminate our mail backlog during August recess.
Legislative director: OK.
Chief of staff: How much backlog currently exists?
Legislative director: 3,000 pieces.
Chief of staff: Do you think we can respond to all 3,000 during August?
Legislative director: We can try. (red flag)
Chief of staff: Well, what can you commit to? What can I reasonably expect you and the leg team to complete by the end of the month?
Legislative director: We can answer the 2,500 pieces that have already approved texts. The remaining 500 will require custom responses.
Chief of staff: OK, so you will send out the 2,500. How many of the 500 can you commit to?
Legislative director: I think (red flag) we can get to half of them.
Chief of staff: Can you commit to 40 percent of them and, then if you get to 50 percent, that will be gravy?
Legislative director: Yes.
Chief of staff: OK, please communicate this agreement to the rest of your team, and I will share it with the boss. If for any reason you do not think you will make the deadline, please let me know well before the end of the month. Finally, is there anything you need from me to help you meet these deadlines?
Legislative director: Actually, we have this pile of letters that need final sign-off. Can you do that?
Chief of staff: Yes, I will have these back to you by the end of the week. Thanks.

Notice the definitiveness of the language used in this dialog in response to the red flag, imprecise language that would most likely have led to disappointment. Instead, each party made clear commitments to each other. Furthermore, they had the opportunity to propose alternatives and share concerns. The language used by the chief of staff ensured that the legislative director knew exactly what was agreed to. Additionally, the chief of staff showed her support by committing to a specific time frame for reviewing the letters. This may seem tedious or obvious to many people. Nevertheless, it’s surprising how many times staff take away a very different expectation than what a chief might think. This problem is further exacerbated when the Member is involved, and your intervention may be necessary to ensure that both parties understood the agreement in the same way.

As a follow-up, the chief of staff should check in with the LD during August to assess progress and see whether there are any potential obstacles to meeting the deadlines. Again, show your investment in the outcome and your availability to help solve problems.

While all generations in the work force benefit from positive reinforcement, some will argue that millennials are addicted to it. As a result, you should recognize good behavior or work to maximize their performance and engagement in your office. While you may not opt for distributing trophies to staff for simply showing up to work (the stereotype of the millennial upbringing), try increasing your positive feedback twofold and measure the results; then do it again and again. You may not only win the hearts of your millennial staffers, but you might also find they start meeting deadlines and improving their work quality as well.

Meredith Persily Lamel is director of training and consulting for the Congressional Management Foundation. She works with chiefs of staff to implement strategic plans and improve their management and operational effectiveness. Click here to submit questions.