| "Get your priorities in order." "Set your priorities | | | | the automatic impulse of most people is to skip the |
| straight." "Perform your tasks in order of priority." | | | | class and go in early. Think about it though... are you |
| How often have you heard these statements thrown | | | | really doing your organization any good? Wouldn't you |
| around? Do you understand what they really mean? | | | | be more productive if you went to your class and |
| There is no doubt that prioritizing your objectives is | | | | simply arrived a bit later to the meeting? Sure, it's |
| important - it helps you get things done with much | | | | not easy to say no to the boss; however, if you're |
| less frustration and in the time frame you desire. It's | | | | going to do what's best for your organization, the |
| a sure bet that you'll stay more organized when you | | | | choice is pretty clear to me. |
| set priorities. The problem is that many people don't | | | | Simply tell your boss that due to a prior and most |
| really understand what it means to prioritize. It isn't | | | | important appointment, you won't be able to make it |
| as simple as making the most urgent thing in your life | | | | at 8:00; however, you understand that this is |
| the #1 priority; this is what many, if not most, people | | | | important and you will be there as soon as you |
| do. | | | | possibly can. He may not like it but certainly he will |
| Working in Corporate America, I've seen so many | | | | respect your honesty and your courage. Of course, |
| organizations, divisions and teams run amuck in the | | | | you know the climate within your organization better |
| area of setting priorities and executing them. More | | | | than I, so make your own call. |
| often than not, they commit the mistake of making | | | | Let's go a step further and say that you and your |
| the most pressing task the #1 priority; sometimes, | | | | team have been trying to hammer out the Business |
| this is the right decision but often times it is not | | | | Planning Presentation but it's been a frustrating road |
| because the root cause of that pressing task is | | | | because there is no clear process in place. Let's also |
| never addressed thereby causing a repeated cycle of | | | | say that the Business Planning Process Meeting has |
| addressing the symptom of the urgency. | | | | been on the calendar for weeks and has gotten |
| Smart doctors will tell you that, you can always treat | | | | pushed back a few times. Now, with the looming |
| symptoms; however until you address the root | | | | deadline of the presentation, the team is asked (or |
| cause of your ailment, you will most probably | | | | ordered) to push back the processes meeting to |
| succumb to it over and over again (i.e. the common | | | | make more time for hammering out the presentation. |
| cold). | | | | What do you do? In some cases, I realize that the |
| Think of it this way: A man goes to the doctor and | | | | call won't rest solely with you and you'll simply comply |
| complains of a migraine; the doctor prescribes a pill | | | | with the request. If you did have some influence |
| and the man feels better for a while. The next | | | | though, what might you do? Sure the presentation is |
| week, he comes in again with the same problem so | | | | important but it's also clear that the frustration, the |
| the doctor prescribes another pill and again he feels | | | | root cause impeding the completion of the |
| better only to come back the following week with | | | | presentation is the lack of a process. Since that is the |
| the same complaint. On his third visit, the doctor | | | | case, that means that while the presentation is the |
| finally asks the man, "When do you begin to suffer | | | | most urgent, it is certainly not more important than |
| these migraines?" The man replies, "Every time I | | | | creating the process by which it is executed. Once a |
| think about my ex-wife" to which the doctor replied, | | | | process is in place, the frustration of creating the |
| "Sir, if you really want to cure your migraines for | | | | presentation goes away. |
| good, stop thinking about your ex-wife." | | | | Ok, I know that was quite the long way around but I |
| Yes, I am over-simplifying for a reason - I want to | | | | wanted to make a point. With this scenario in mind, it |
| make it clear that addressing symptoms never work; | | | | stands to reason that executing in order of priority |
| they are only temporary fixes and therefore not | | | | doesn't always work. It is better to set priorities and |
| important priorities. They may be urgent for instant | | | | execute around them keeping in mind what is most |
| relief but not most important for complete relief. To | | | | important. In other words, even if you chose to push |
| cure any ailment for good, you must address the | | | | the processes meeting back again, you would be |
| cause. | | | | aware that the process must be established before |
| Why do I use this analogy? It's because executing | | | | you create the next presentation lest you repeat the |
| priorities require the same mindset. Before you simply | | | | same cycle. This is the definition of insanity - to |
| make the most urgent thing in your life your #1 | | | | continue doing the same thing over and over again |
| priority, first ponder why it is urgent in the first place. | | | | while expecting different results. |
| There's a good chance that at the root of it, you'll | | | | Priority Paralysis |
| find a cause you can address to make this urgency | | | | Priority Paralysis is what happens when the most |
| go away permanently. I find that most urgent | | | | urgent thing automatically becomes the top priority. |
| matters, with the exception of life and death, are | | | | In essence, your exercise of prioritizing goes out the |
| not as important as we are conditioned to believe | | | | window because the most important priorities are |
| they are. More often than not, these matters are | | | | constantly subordinated to the next urgent thing. It is |
| only urgent because of the failure to prioritize and | | | | easy to get caught up in the "activity trap" only to |
| plan effectively. | | | | find that you've accomplished nothing that to set out |
| The fact is that not everything that is urgent is | | | | to. |
| necessarily important and this is where many | | | | To avoid Priority Paralysis, you must list your priorities |
| individuals go off track. For instance, you may be at | | | | in the order of importance and then execute around |
| home feeding your child who just got up from a long | | | | them no matter what. If you find that you |
| nap and in the middle of that, the telephone rings. | | | | consistently repeat the same cycle of urgency with |
| The impulse is to answer the telephone simply | | | | particular tasks, pause and review and then address |
| because it's ringing; the ringing makes it urgent but is | | | | the root cause - this is more important. |
| it really more important than feeding your hungry | | | | I realize that in some cases it will be harder to do this |
| child? Of course it's not. The thing is though that | | | | - if you have a very demanding job where the status |
| many people would pause the feeding and answer | | | | quo is king, it may be near impossible; still, if you |
| the telephone which is a natural impulse that comes | | | | want to achieve at a high level, you must list your |
| from our conditioning. | | | | priorities in order of importance and then execute |
| It still befuddles me how often I am in a meeting | | | | around them. Make sure that the most important |
| where the person I am meeting with continuously | | | | objectives are not repeatedly subordinated to urgent |
| answers the telephone each time it rings. This is | | | | and less important ones. |
| because it seems urgent, BUT, is it necessarily | | | | Priority Power |
| important - could it have waited? Of course it could | | | | Priority Power is what happens when you set clear |
| have. There's a good reason voicemail was invented. | | | | priorities in order of importance and then execute |
| The first rule of thumb then is to list your priorities in | | | | around them. This is when you understand that even |
| order of importance, not urgency. There is a clear | | | | though the most important task is not the first to be |
| difference between the two so think about it before | | | | completed, that you are aware that completing it is |
| you prioritize. The order of importance can take | | | | top priority. |
| many forms and contexts. | | | | To develop Priority Power, practice to address |
| For instance, in your personal life, you might list your | | | | problems at the root cause; endeavor to forego the |
| priorities in the order of what is most important to | | | | ringing telephone and feed the baby. Know when to |
| you. At work, you may list your priorities in order of | | | | say no to an urgent request that is not as important |
| what is most important to your organization and its | | | | as the priorities you've set. The more you practice, |
| mission. I realize that you may not always have the | | | | the easier it will become especially after you've |
| luxury to do this freely at your workplace so just do | | | | experienced the profound and positive results you will |
| the best you can. | | | | undoubtedly achieve. |
| The point is that feeding your child is always more | | | | It may seem daunting at first to operate in this |
| important than answering the telephone unless you | | | | fashion but I promise you that if you put Priority |
| are expecting a phone call that is a matter of life and | | | | Power into practice, you will see immediate and |
| death. This of course does not mean that you never | | | | positive differences in your life, both personally and |
| deal with urgent, yet unimportant matters before | | | | professionally. List your priorities in order of |
| you deal with the important ones. There are times | | | | importance and then execute around them. |
| when we must do that; however, if you are aware | | | | Where to Begin I understand that this could be quite |
| that this is the case then chances are this urgency | | | | a circuitous road, especially if you've never tried this |
| won't become a repetitive cycle for you because | | | | before. That noted here's a brief outline of where |
| you know that the more important priority is to | | | | you can begin your thought process in developing |
| address the root cause. | | | | Priority Power. |
| In many organizations and in the lives of individuals, | | | | Firstly, you may want to start by thinking from a |
| the goal is to set priorities and then execute them | | | | macro frame of mind and decipher the priorities of |
| one by one in that order. This approach, as illustrated | | | | your life. The reason for this is that, you will achieve |
| in the preceding paragraphs, creates a major | | | | greater success if your other priorities are closely |
| roadblock to getting things done. This is because | | | | aligned with your life's priorities. The more closely |
| your #1 priority is not always the task that gets | | | | aligned they are, the greater your chances of |
| done first; it is simply the most important of all the | | | | high-level success. |
| objectives you've set to achieve. | | | | Once you're comfortable with the priorities you've |
| Here's what I mean. Let's say you have 3 objectives | | | | set for your life, you can begin to drill down from |
| on your priority list for the week and you list them in | | | | there into, career, volunteering, faith, softball coaching |
| order of the most important to the least important. | | | | and so on. |
| Your list might look like this. | | | | Hey Dean, what about if I'm in a job where I don't |
| 1. Yoga and Meditation Class - Monday @ 8:00 AM | | | | get to influence many decisions; what if for the most |
| 2. Business Planning Session Process Meeting - | | | | part people just do as directed? This will undoubtedly |
| Wednesday @ 10:00 AM | | | | happen in some cases; however, you are not without |
| 3. Business Planning Session Presentation - due | | | | a choice. You can still choose to prioritize what's most |
| Thursday by 5:00 PM | | | | important for you to achieve in that job. |
| Now, review this list and think about these items for | | | | For instance, perhaps you continue to execute as |
| a minute. Just looking at the priorities as they are | | | | everyone else does the urgent but unimportant |
| which seems more important to you? Let's look at it | | | | matters; however, your top priority may be to |
| through a simple scenario. | | | | convince the senior management staff that there is a |
| Let's say that Yoga and Meditation Class is what | | | | better more efficient way to do things. If you're |
| gets you psychologically ready for a grueling week at | | | | committed, I'm sure you can achieve the results you |
| work; it prepares you to meet whatever challenges | | | | desire. |
| come head on and without fear. From your | | | | In the worst case scenario (or best case depending |
| experience you know you always produce | | | | on how you look at it), you may even decide to |
| significantly better results when you make it a point | | | | walk away from a job or something else because it |
| to attend these classes. | | | | doesn't align closely enough to the priorities you've |
| Now let's say that your boss calls you Sunday | | | | set for yourself. I have done that on a couple of |
| afternoon and says, "We'd like to get started early | | | | occasions and I haven't regretted my decisions yet |
| on the Business Planning Session Presentation and | | | | and don't think I ever will. |
| we're calling a meeting for 8:00 AM Monday morning - | | | | Stop wasting your time living on the fire truck |
| can you make it?" What would you say? I know that | | | | everyday and start living on the golf course. |