If you have much to do, with multiple projects in hand, here is a bit of advice.
First let me tell you a story.
My Floundering Experience
Some years ago, I worked as the composition manager for a law-publishing company called Business Laws, Inc. (It has since been sold.) I was in charge of quality control of about 120 publications and nine composers. There were at least nine projects to manage the process and physically review before publication at any one time.
At first, I was swamped. My boss suggested that I “feather my projects,” but I had trouble doing that. because the workload was so huge and everything was IMPORTANT and URGENT! My desk piled up and I was under constant pressure. The stress almost overwhelmed me—and the people under my supervision.
However, I began to learn how to manage it all.
Learning to Manage
First, I noticed what people did right, and I told them about their good work. The company had a goal of 97% accuracy and 3 months of processing supplement books; more time if it was a completely new volume. But, due to the great flow of incoming projects, many were late. I withheld criticism of lateness, but noticed the average length of time it took to complete each type of project.
I leaned on the editors to submit their work to the composers as clean as possible. They did! Yay—less time to correct errors!
My boss analyzed the average completion time of the project, and she set due dates accordingly. I toughened my reviews while continuing to talk to the staff and—although I was tough on errors—I saw their willingness to pursue excellence, and showed my gratitude for my great staff.
Results!
The tension in the whole company eased. Editors were happy, because they knew what to do and how. Composers were happy because they knew their reasonable expectations and knew they could succeed. I taught some skills and kept up with consistent types of errors.
By the time I left, the 120 or so projects “feathered” easily and were cumulatively 99% accurate plus on time to the very Day projected.
The Key to Managing Multiple Projects Without Falling Apart
So, the key to good work on multiple projects includes:
- A mindset of excellence in work
- Encouraging everyone: superiors/supervisors, employees, staff, editors, and nonjudgmental correction of errors
- A reasonable analysis of due dates
- Rewards for good work, including verbal encouragement, small gifts, attention, compliments, nonjudgmental critiques, additional responsibility to anyone capable of more projects or managing more people, and, finally, raises based on excellent performance.
I’m currently handling a big load of personal writing projects. I need to analyze my reasonable completion goals, and maintain an encouraging attitude toward myself.
May you, too, find excellent and satisfaction in your projects.
Rosemary B. Althoff
Speaking the truth in love. (Ephesians 4:15 ESV)
Website: https://rosemaryalthoff.com
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In Book 1, The Hot Marble, of the Soul’s Warfare series, lack of assertion gets characters in trouble. The main character, young physicist Lewis’s best friend Fred betrays him because of jealousy and low self-esteem.
In Book 3, The Horned Edge, and the in-progress Book 4 (From Silence to Singing), a sinister political and spiritual movement that fosters divisive thinking threatens to conquer two worlds—including Earth and Lanthra. 
In Book 2, Lewis learns the hard way that human endeavor alone cannot conquer the enemy.
Rosemary Althoff, Author 