Effectively Differentiating Urgent vs. Important

In addition to the Life Jar Theory, Stephen Covey also popularized the concept of the Eisenhower Matrix. I really like this framework, but I think it is a bit detached from corporate realities. Let me explain the concept and share my practical adaptation from years of helping many put it into practice.

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What's the theory behind it?

The Matrix categorizes tasks into four Quadrants. Created during WWII when Dwight Eisenhower was Supreme Commander of the Allied Expeditionary Force (before becoming President of the US), this matrix categorizes tasks into four Quadrants (Q): 

Q1 - Do: Urgent and Important tasks that are aligned with your goals and require immediate attention (e.g., upcoming deadlines or team crises).

Q2 - Schedule: Important, but not Urgent, tasks that are aligned with your goals, but if you don't do something now, nothing immediate happens (e.g., your own personal development).

Q3 - Delegate: Urgent, but not Important, tasks that demand immediate action but are not aligned with your goals (e.g., when others need your help).

Q4 - Delete: Not Urgent and not Important tasks that are neither aligned with your goals nor time-sensitive (e.g., those intriguing BuzzFeed questionnaires).

How to use this framework in theory (The Blue Pill)

We usually mistake Urgent for Important. We should be aiming towards tackling the Q1 tasks first, spend the majority of our time on Q2 tasks, and remove Q3 and Q4 tasks from our lists.

• Step 1: Place your tasks into Quadrants: List all your tasks and give each an Urgent and an Important score from 1 to 5 (lowest to highest).

• Step 2: Prioritize Q1 tasks first: Focus on getting them done first.

• Step 3: Allocate time for Q2 tasks: Schedule time on your calendar to address them.

• Step 4: Eliminate (delegate or delete) Q3 and Q4 tasks: Focus on avoiding distractions.

• Step 5: Regularly audit and adjust.

My personal thoughts (The Red Pill)

The matrix recommendations are good on paper, but I think they are idealistic and disconnected from corporate reality. Here's my adaptation based on years of implementation (for self and others):

• Step 6: Escape Q1 quicksand: A constant inflow of Q1 tasks can prevent you from moving to Q2. Address the root issue by: (1) Building Team Communication Norms, and (2) Scrutinizing new Q1 tasks by asking "why" repeatedly. You'll often find the urgent part is smaller than it seemed.

• Step 7: Set fake deadlines to treat Q2s like Q1s: Q2 tasks are important but relatively easy to procrastinate. As Tim Urban illustrates, we need deadlines to scare off our instant gratification monkey. Create a deadline for Q2 tasks. For example, join a book club if you struggle to prioritize reading.

• Step 8: Take some Q3s for the team: It’s unrealistic to refuse to help others because it’s not your goal. Teamwork sometimes requires addressing others' urgent tasks. Make sure to limit your time on Q3 tasks and inform leadership of your contributions. Avoid becoming a "people pleaser" at the expense of your goals, but remember, you may also need help from others to accomplish your own goals.

• Step 9: Time your Q4 tasks: It's unrealistic to think we will avoid all distractions, like Wordle or a funny video getting tons of reactions in our group chat, during work hours. Enjoy them for a controlled amount of time, then return to work refreshed when the timer goes off.

So, do you want to take the Blue Pill or the Red Pill?

I know kung fu,

Jorge Luis Pando

"Success is not about prioritizing what's on your schedule, but about scheduling your priorities." - Stephen Covey