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The Tyranny of the Urgent Can Cause Priority Overload
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| Guest post by: Jim Clemmer |
Article Overview: A frantic manager burst into a travel agency and exclaimed, "I need an airplane ticket immediately!" "Where would you like to go?", the travel agent asked. "I don't care, just get me on a plane. I've got business everywhere," was the desperate reply. Time management author and consultant, R. Alec Mackenzie once observed, "Urgency engulfs the manager; yet the most urgent task is not always the most important.
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The Tyranny of the Urgent Can Cause Priority Overload
"He that is everywhere is nowhere." - Thomas Fuller, 17th century historian, scholar, and author
A frantic manager burst into a travel agency and exclaimed, "I need an airplane ticket immediately!" "Where would you like to go?", the travel agent asked. "I don't care, just get me on a plane. I've got business everywhere," was the desperate reply. Time management author and consultant, R. Alec Mackenzie once observed, "Urgency engulfs the manager; yet the most urgent task is not always the most important. The tyranny of the urgent lies in its distortion of priorities. One of the measures of a manager is the ability to distinguish the important from the urgent, to refuse to be tyrannized by the urgent, to refuse to manage by crisis."
Unsuccessful organizations are often beehives of activity and hard work. Reflecting on the performance of his struggling company a departmental manager observed, "We have lots of projects, goals, and priorities. We're constantly making lists and setting action plans. But we seldom see anything through to completion before some urgent new priority is pushed at us. Our division manager's thinking seems to be 'random brain impulse.' He's like a nervous water bug that flits from one half-baked strategy to another."
In the midst of tumultuous change, many managers are confusing "busywork" activity with results. Missing what's really important to long-term growth and development, they allow themselves to be tyrannized by short-term urgencies. But we just can't do it all. The list of dreams we could pursue to realize is a lengthy one. The number of improvements we could make to our performance gaps are countless. Searching and exploring to create tomorrow's markets and customers can uncover endless innovation possibilities.
So we've got to choose. From all our long-range options, alternatives, and possibilities we've got to establish short-term goals and priorities. There are as many things we've got to stop doing, as there are actions we've got to start taking. Some actions will drive us forward, many will hold us back, and some won't matter much either way. But without clear targets and a strong sense of what's most important, I - and everyone on my team or in my organization - won't be able to tell the difference.
Effectively establishing goals and priorities has both strategic and tactical components. The strategic decisions are what goals and priorities we choose to pursue. Tactics are how we get organized and manage our time to reach those goals.
Article Tags: leadership
Referred by: http://www.searchengineworkshops.com
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About the Author: Jim Clemmer RSS for Jim's articles - Visit Jim's website Jim Clemmer's practical leadership and personal growth books, workshops, and team retreats have helped hundreds of thousands of people worldwide improve personal, team, and organizational performance. Jim's web site, http://www.JimClemmer.com, has over 300 articles and dozens of video clips covering a broad range of topics on change, organization improvement, self-leadership, and leading others. Sign-up to receive Jim's popular monthly newsletter, and follow his leadership blog. Jim's international bestsellers include The VIP Strategy, Firing on All Cylinders, Pathways to Performance, Growing the Distance, The Leader's Digest and Moose on the Table. His latest book is Growing @ the Speed of Change. Click here to visit Jim's website Strong Leaders are Strong Communicators Customer Satisfaction is a Reflection of Employee Satisfaction Leaders are Made not Born Stepping Back to Step Ahead Through Reviewing and Assessing Leaders Make the Difference |
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