The negative consequences of a manager’s inability to prioritise for the team and teamwork

What it’s all about

In management, a priority is the categorisation of tasks, projects or goals according to their importance and urgency in order to use resources and time efficiently and achieve strategic company goals. Prioritisation helps managers to focus on the key activities that make the greatest contribution to the success of the company. The ability to prioritise is therefore a key skill for every manager. If this ability is lacking, it has far-reaching negative consequences for the entire team and teamwork. These effects are not only felt on an individual level, but also influence the overall dynamics and productivity of the team.

The negative consequences of the inability to prioritise result in

Loss of clarity and focus

A team led by a manager who does not set clear priorities always suffers from a lack of clarity and focus. Without clear guidelines and priorities, team members do not know which tasks are most important and which should be completed first. This leads to confusion and uncertainty, wasting valuable time and resources.

Reduced productivity and efficiency

The inability to prioritise translates directly into reduced team productivity and efficiency. Tasks are often completed in an uncoordinated and inefficient manner, resulting in unnecessary delays and increased effort. Without clear priorities, team members often work on less important tasks while critical projects are stalled or neglected.

Increased stress and burnout

Another serious problem is the increased stress level and risk of burnout among team members. Without prioritisation, team members are overwhelmed and unsure which tasks to tackle first. The permanent lack of clarity and the feeling of constantly having to “put out fires” gradually increase the stress level and escalate into burnout.

Deteriorating team dynamics and morale

A manager’s inability to prioritise also has a negative impact on team dynamics and morale. If team members feel that their work is not being organised or prioritised properly, their motivation and commitment will decrease. The consequences are frustration, demotivation and a bad mood within the team. In the long term, the entire team culture is negatively affected.

Conflicts and misunderstandings

A lack of clear priorities provokes conflicts and misunderstandings within the team. Without clear guidelines and goals, team members hinder each other in their work and there are frequent disagreements about which tasks should take priority. These conflicts have a significant impact on teamwork and trust.

Ineffective use of resources

The ineffective utilisation of resources is also a consequence. This applies to both human and material resources. Projects and tasks that are not clearly prioritised result in an uneven distribution of resources, potentially leaving critical projects under-resourced.

Lack of progress and achievement of objectives

Another direct result of a lack of prioritisation is the failure to achieve important goals and milestones. Without clear priorities, it is difficult to monitor progress and ensure that the team is on track. As a result, projects stall and important goals are not achieved, jeopardising the long-term success of the entire company.

Diminishing innovative strength

Experience has shown that a team working under a leader who is unable to prioritise will struggle to innovate. Innovation requires focus and a clear direction towards important goals. Without this structure, teams remain in their comfort zone and avoid risky but potentially ground-breaking ideas. This inhibits innovation and a company’s ability to evolve and respond to market changes.

Negative external impact

A manager’s inability to prioritise also affects the external impact of teams. Customers, partners and stakeholders expect a high level of professionalism and efficiency. If projects are not completed on time or important tasks are neglected, this damages trust and credibility.

Why the ability to prioritise is so rare

The pressure of expectations

Managers are often faced with high expectations – both from their superiors and from their teams. This pressure can lead to an overload that impairs clear thinking and the ability to prioritise. The constant urge to fulfil all expectations leads to a state of exhaustion known as “decision fatigue”. This decision fatigue diminishes the ability to make sound decisions and “forces” a tendency to solve short-term problems rather than prioritise long-term goals.

The illusion of urgency

Another psychological obstacle is the illusion of urgency. Many managers tend to overemphasise tasks that seem urgent. This tendency is described by the so-called “Eisenhower principle”, which categorises tasks into urgent and important as well as non-urgent and unimportant. The difficulty is that urgent tasks are often perceived as more important, although this is not always the case. This perception error leads to long-term, strategic tasks being neglected because they appear less urgent.

The “sunk cost” effect

Another psychological phenomenon that influences prioritisation is the “sunk cost” effect. Some managers find it difficult to abandon projects or initiatives in which considerable resources have already been invested, even if these projects are no longer fit for purpose. This tendency to hold on to uneconomic investments prevents resources from being effectively reallocated and new, potentially more promising priorities from being set.

Multitasking myth

In the modern business world, multitasking is often seen as a virtue. However, psychological studies have shown that people who try to complete several tasks at the same time are less efficient and make more mistakes. Managers who believe they are more productive by multitasking expose themselves to increased stress levels and lose focus on essential tasks. This misunderstanding scatters attention and makes it difficult to set clear priorities.

Fear of making the wrong decisions

Fear of making the wrong decisions is another major factor that hinders prioritisation. This fear is often fuelled by perfectionism, a common trait among managers. The desire to make every decision perfectly can turn into a paralysing state of fear that delays or prevents decisions. Leaders cling to familiar but potentially ineffective strategies instead of prioritising new ones that could be riskier but also potentially more successful.

Cognitive distortions

Cognitive biases, such as confirmation bias, also influence prioritisation. Managers often favour information that confirms their existing beliefs and decisions. They stick to priorities that have already been set, even if new information suggests that an adjustment would be necessary. This bias prevents an objective assessment of the situation and makes it difficult to set well-founded and rational priorities.

Social dynamics and group thinking

Social dynamics within teams and organisations also play a role. Groupthink, a phenomenon in which the desire for harmony within the group leads to poor decisions, can have a negative impact on prioritisation. Managers who want to maintain consensus within their team at all costs avoid setting unpopular but necessary priorities. Decision-making stagnates and progress is hindered.

The role of emotions

Emotions play a central role in prioritisation. Stress, fear, joy and relief have a significant influence on our decision-making processes. Managers who are under constant pressure often make impulsive decisions that do not always serve the long-term interests of the organisation. The ability to develop emotional intelligence and control emotional reactions is therefore crucial for effective prioritisation.

Strategies to improve prioritisation

There are several strategies to overcome the hurdles described above:

Awareness and reflection: Leaders must first become aware of their own cognitive biases and emotional reactions and regularly reflect on how these influence their decisions.
Delegation and trust: By delegating tasks and trusting their team, leaders can reduce pressure and focus on strategic priorities.
Prioritisation methods: Methods such as the Eisenhower matrix or the Pareto principle (80/20 rule) can help to clearly prioritise tasks and focus on the most important ones.
Mentoring and coaching: External consultants or mentors offer an objective perspective and support managers in setting well-founded priorities.
Emotional intelligence training: Developing emotional intelligence can help leaders better control their emotional reactions and make informed decisions.

Conclusion: A continuous learning process

The ability to prioritise effectively is not a static trait, but a continuous learning process. Leaders who are aware of the psychological mechanisms and challenges that influence their decision-making can improve their skills and lead their organisations more successfully. However, it requires courage, openness and a willingness to constantly evolve in order to meet the challenges of modern management and set sound priorities.