How trust erodes with forced timelines

A few months ago, I spoke to a project manager who had just wrapped up a client project. Or rather, should have wrapped it up. The project was originally going to be for 8 weeks. Everyone agreed on the timeline upfront, shook hands, and dove in. But then the delays started: • The client needed more time to approve designs. • The vendor supplying key software missed their deadline. • Halfway through, a critical feature needed to be reworked. Suddenly, the "8-week" project stretched to 12 weeks. And the Contract? It had strict deadlines and no room for adjustments. This caused: • Frustration on both sides. • The client was unhappy about delays. • The project manager was penalized for missed deadlines. • The relationship? Completely soured. Deadlines look great in contracts. Because they are clear, concise, and seemingly immovable. But projects don’t exist in a vacuum. That's why things often go wrong: 1. Dependencies Get Overlooked Deadlines often rely on third parties - client approvals, vendor deliveries, or team availability. One missed milestone, and the entire timeline collapses. 2. No Cushion for the Unexpected Tech hiccups, team illness, or surprise feature requests can derail progress. Without a buffer, small issues snowball fast. 3. Rigid Timelines Create Tension When deadlines slip (and they almost always do), the blame game begins. Trust erodes, and disputes become inevitable. 4. The Risk of Penalties Missed deadlines can trigger financial penalties or harm your reputation - even when delays are beyond your control. 5. Misaligned Expectations Rigid deadlines assume everything will go perfectly - which rarely happens. Without clarity on flexibility, both sides end up frustrated. Let’s go back to that project manager’s situation. What if the contract had been different? Because a good contract would have: a) Buffer Periods Built Into the Timeline Adding a 1-2 week buffer to each milestone allows for delays without derailing the project. b) Clear Contingency Plans Specify how delays will be managed - who’s responsible, what adjustments are made, and how costs or timelines shift. c) Defined Flexibility Mention that deadlines may shift due to dependencies or unforeseen issues. d) Shared Accountability Be clear on mutual responsibility - clients delivering approvals on time, vendors meeting commitments, and the team staying on schedule. Imagine that same project manager with a flexible contract: • When the vendor delays delivery, the buffer period absorbs the impact. • When the client needs extra time, the contingency plan kicks in. • And when the project wraps at week 12 instead of week 8, no one is surprised. No penalties. No disputes. No burned bridges. Deadlines are important. But assuming they won’t change? Now you are asking for disaster. —— 📌 If you need my help with drafting flexible contracts for your high-ticket projects, then DM me "Contract". #Startups #Founders #Contract #Law #Business

A while back, I worked on a deal that had everything going for it. Strong use case. Solid champion. Seller looped in procurement early. We validated the need, aligned stakeholders across both orgs, and started building what felt like a real partnership. Then we hit EOQ. Suddenly, the deal was all about speed—not structure. The seller shifted from “let’s do this right” to “let’s get this done.” They stopped asking how we could make it work for both sides and started pushing to get it signed. I told them: forcing this across the finish line would burn internal trust. They acknowledged it—and pushed anyway. We signed it, barely. But my team? Frustrated. And before implementation even started, they were already talking about whether we’d exit. __ If you’re managing deals right now, here’s what I’d want you to take away: - Don’t force your buyer onto your timeline—build one together - Ask how long internal approvals take before you forecast the close - If it’s not ready, don’t jam it—protect the partnership first - EOQ urgency is never worth damaging a multi-year relationship 💡 Great sellers play the long game. They know that one aligned timeline can lead to renewals, expansions, and advocacy. And one rushed close can do the exact opposite. 👇 What’s one thing you’ve done to protect the relationship when a deal got tight on time?

One of the easiest ways early managers sabotage their teams is by committing to timelines without consulting the engineers doing the actual work. This happens all the time....especially in orgs under constant pressure to deliver monthly or quarterly. Early in my career, a newly promoted manager committed the timelines for my project without ever talking to me. I was the SME. Instead, they got “input” from a senior engineer who wasn’t even remotely involved. I didn’t find out about the deadline until weeks later. The result? Chaos. Nights and weekends lost trying to hit an arbitrary deadline. When I called it out in the retro, their response wasn’t accountability. It was defensiveness. That moment stuck with me. As you grow into leadership, your words and decisions carry weight....and consequences. Even well-intentioned optimism can lead to: 1. Burnout 2. Broken trust 3. Sacrificing quality in favor of short-term goals Saying “we need to show progress” is a poor excuse for “I didn’t push back.” If you’re managing a team, your credibility hinges on realistic planning. Involve your engineers. Trust their expertise. Protect their time. Planning well isn’t optional. It’s the difference between a sustainable team and a constant firefight. And constant firefighting? It’s a sign your planning is broken Want a high-performing team? Start by planning like one.

Project timelines in the solar industry is where dreams often go to die. Too many solar companies start off with the best intentions: "Your system will be installed in three weeks!" But as anyone who's been in the trenches knows, overpromising on project timelines is like lighting a fuse on a time bomb—it’s just a matter of when it’ll blow up. Project timelines are inherently complex. Each of the necessary steps can—and often will—introduce delays. Yet, companies keep selling the "speedy install" dream. Why? Because it sounds great in marketing pitches. Imagine this: your customer is ready to go green, pumped about saving money, and telling their friends about their shiny new solar setup. Then… crickets. What started as excitement quickly turns into frustration, and suddenly, that glowing word-of-mouth marketing you were counting on turned into negative reviews. 𝑾𝒐𝒓𝒔𝒆 𝒚𝒆𝒕, 𝒚𝒐𝒖’𝒗𝒆 𝒅𝒂𝒎𝒂𝒈𝒆𝒅 𝒚𝒐𝒖𝒓 𝒓𝒆𝒑𝒖𝒕𝒂𝒕𝒊𝒐𝒏 𝒊𝒏 𝒂𝒏 𝒊𝒏𝒅𝒖𝒔𝒕𝒓𝒚 𝒕𝒉𝒂𝒕 𝒓𝒆𝒍𝒊𝒆𝒔 𝒐𝒏 𝒕𝒓𝒖𝒔𝒕. It often stems from one of two things—either a lack of understanding about how complex solar projects are, or an unwillingness to admit that complexity to the customer. Solar isn’t plug-and-play. Timelines depend on factors outside your control: the utility’s responsiveness, the local permitting office’s workload, and even global supply chain disruptions. Sure, it’s tempting to give a short timeline to seal the deal, but doing so sets everyone—your team, your partners, and your customers—up for failure. Instead of overpromising, let’s shift the narrative: ⇨ Be brutally honest upfront. Customers respect transparency. Explain that timelines can vary and give a realistic range, not a fixed date. ⇨ Overcommunicate. If there’s a delay, let the customer know immediately. Provide context and updates regularly. Silence breeds frustration. ⇨ Build in buffers. Underpromise and overdeliver. If you think the install will take six weeks, tell the customer eight. 𝑾𝒉𝒆𝒏 𝒚𝒐𝒖 𝒇𝒊𝒏𝒊𝒔𝒉 𝒆𝒂𝒓𝒍𝒚, 𝒚𝒐𝒖 𝒍𝒐𝒐𝒌 𝒍𝒊𝒌𝒆 𝒂 𝒓𝒐𝒄𝒌 𝒔𝒕𝒂𝒓. ⇨ Train your team to manage expectations. Every person interacting with customers should understand the importance of underpromising and overdelivering. Your customer is trusting you to guide them through a complex and unfamiliar process. 𝑾𝒉𝒆𝒏 𝒚𝒐𝒖’𝒓𝒆 𝒕𝒓𝒂𝒏𝒔𝒑𝒂𝒓𝒆𝒏𝒕, 𝒑𝒓𝒐𝒂𝒄𝒕𝒊𝒗𝒆, 𝒂𝒏𝒅 𝒓𝒆𝒂𝒍𝒊𝒔𝒕𝒊𝒄, 𝒚𝒐𝒖’𝒓𝒆 𝒏𝒐𝒕 𝒋𝒖𝒔𝒕 𝒅𝒆𝒍𝒊𝒗𝒆𝒓𝒊𝒏𝒈 𝒂 𝒑𝒓𝒐𝒅𝒖𝒄𝒕—𝒚𝒐𝒖’𝒓𝒆 𝒅𝒆𝒍𝒊𝒗𝒆𝒓𝒊𝒏𝒈 𝒑𝒆𝒂𝒄𝒆 𝒐𝒇 𝒎𝒊𝒏𝒅. So let’s stop the overpromising. It doesn’t make you look good, it doesn’t help your customer, and it certainly doesn’t help the solar industry as a whole. Let’s instead focus on integrity, clarity, and realistic timelines. Because when you deliver on your promises—or even exceed them—you’re building something far more valuable than a solar array: trust

Here’s a trap I’ve seen too many fall into (myself included): the tendency to overpromise. Why? High-performers are driven, ambitious, and incredibly motivated to excel. We are eager to take on challenges, prove our worth, and exceed expectations. It feels natural to say “Yes, I can do that,” even if the timeline is tight or the resources are limited. But here’s the downside: Overpromising often leads to underdelivering. ❗️ Deadlines get missed, expectations aren’t met, and that amazing first impression can quickly fade. Think about it—when a high-performer misses a promise, the impact is amplified. People expect them to always deliver at 110%. Missing the mark even slightly can damage trust, credibility, and relationships. The problem isn’t your motivation; it’s the mindset. High-performers often underestimate the complexity of tasks or overestimate their capacity. And while saying “yes” feels like the right move in the moment, it can lead to stress, burnout, and disappointed stakeholders. The key isn’t to stop striving—it’s to shift the approach. Underpromise and overdeliver. Here’s how: 1️⃣ Pause before committing Before saying “yes,” take a moment to assess the full scope. Ask yourself: What’s realistic, given the time and resources I have? 2️⃣ Set realistic expectations Be honest about what you can deliver. It’s better to surprise someone with an early delivery than to scramble to meet an unrealistic deadline. 3️⃣ Build in buffer time Unexpected challenges will always arise. Adding a buffer ensures you can exceed expectations even when things don’t go as planned. 4️⃣ Communicate proactively If a situation changes, be transparent early. It’s better to renegotiate timelines upfront than to deliver late without warning.