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Sounds like a situation where you just have to keep enforcing those boundaries. Which is tiresome, but eventually people will get the idea that you're serious about staying within the guidelines. I would say, however, that part of the communication would also involve listening to why people resist the guidelines. It's conceivable some of their ideas may be implemented and the guidelines adjusted.
We do push back quite often but their arguments usually lead to us having to cave, ultimately it’s the fault of the higher ups for not better accommodating both departments.
Is there any way of working with the producers to maybe find out if something works best for everyone? I know sometimes that is hard, a lot of people have the ‘my way or the highway’ mentality around here, and compromise is a word they’ve never heard.
We’ve done that but unfortunately, different producer teams have different work flows so there’s no perfect way of accommodating everyone and working to what’s best for us.
That’s such a tricky spot—we’ve definitely had our own boundaries slowly chipped away like that too. I’ve found the most effective pushback comes from calmly restating the “why” behind the boundaries: how they protect the workflow, ensure quality, or avoid burnout. Framing it as preserving efficiency for everyone (not just your team) can sometimes help people see it less as resistance and more as smart planning.
We’ve definitely delved into the why with multiple departments, it sort of ends up being a ‘my why is more important than yours’ and we almost always have to cave. I get there’s not much that can really be done but it’s quite frustrating.
I think you just need to continue pushing back- if it gets too much then discuss this problem with the team and organise a meeting with your producer to talk through these problems.
Yeah we push back when and if we can. It’s hard when you have clients breathing down your neck thinking their work is the most important but it’s good to keep trying.