I agree with @Nauman Mithani that first step is to communicate with stakeholders and the team to regroup and plan. But ideally you already were doing this as the deadline neared and the chance of missing it became obvious. Options are to rescope with perhaps a phased delivery, move the deadline, add more people, or work longer hours. Roughly in that order of desired option with adding people and extra hours last since they are often the least effective. And last stage when it’s delivered, sit down as a team and do a retrospective. Why did we miss the deadline? How early did we know and how could we have learned more quickly? And as a manager it’s not about blame but may be a point for accountability especially if the reasons come from negligence of particular team members or is a recurring pattern.

While not actually a business practice, the core to me is communication. It’s so fundamental. A bad design or plan at the start will usually be found and fixed with good communication. The best laid plan or design will almost always fall apart with poor communication. So I like to focus on some basics like meeting structure and agile process as the key points where the team is communicating and get those right. And actually even more basic than communication is trust since without it, you can’t have open and unfiltered communication. Get trust and communication right and most of the rest start to get much easier!

I’ve done SRED applications for my own company and at places I’ve worked. If the work you’re doing matches the criteria, it’s a great way to offset some R&D costs!

I'm going to mirror both of your responses since I very much struggle both to switch off from work and also to have the energy for things after a long day of problem solving. As a manager, so much of the job is about meetings and communication and I find it very draining to always be "on". I don't think being remote helps me in their either since for me, an in-person meeting can be more relaxed and I've got more body clues and such. In the past I've always considered my extra work like this to be a benefit since I think it can allow you to get more done and it can impact how quickly your career progresses but I've been questioning this lately and feeling like my work/life balance isn't at a great spot for my mental and physical health. It's actually better than it has been since I've been actively working on these things but old habits are SO hard to break!

So for myself as a manager, what I want the 1:1 meeting to be is a two way street of communication with the team member telling me their concerns, career goals, and share successes but also me both helping mentor and coach them through their career development and giving them feedback on their performance which means both recognizing and celebrating their success as well as pointing out areas you see that need improvement. I've seen it done where it ends up being just a long status update on work that is currently happening and I feel that is the least useful way to do this. I want the team member to get valuable insight, feedback, and knowledge from me that helps them grow and this is also where I may give general feedback on issues I see so that none of it comes as a surprise later in a formal review meeting. But don't make a habit of saving critical feedback until you have this meeting or you risk it becoming a difficult experience and also the best time to give negative feedback is as close to the time you see the issue so don't wait. These meetings should foster trust and build the relationship or at least this is what I' trying to achieive.