What to Do Next?

Of all the tools we possess as leaders, prioritization is one of the most powerful.  Provided it is used correctly.

As is true with most disciplines, there are two extremes: "I do the exact same thing every day at the exact same time because these things are important to me," and the other extreme is "I have no plan or discipline in my life whatsoever."    Somewhere between these two is the sweet spot which is defined as this:


"I have a great understanding of the goals of the company and what our team needs to do to attain those goals."    This is foundational for the setting of priorities.   For instance, if you work for a retail organization, sales should be at the forefront of everyone's mindset.

"Since I understand the business well - I also recognize that fluidity is important in prioritization."     This is absolutely key to success;   without this ability, people drive themselves (and others)  bonkers.    Currently at my place of work, we are in the annual budgeting process.   For a few weeks, it is a priority - it is essential to the business and it must be done within a limited time frame.     Even when I think I may be through with budgeting - but a question comes up - it needs to go to the front of the line for a successful completion of this task.   

Yes, I have many other priorities:   reports to be done, conversations to be had and planning to be accomplished.   During budgeting season, I find I am constantly re-prioritizing so that I am serving the needs of the business to the best of my ability.  If I didn't re-arrange my priorities - the budgeting would never get done (or it would get done without me - and I don't like that alternative!)

"I understand that helping team members re-set priorities is one of the most helpful things I can do."  This is a story of one of the smartest people I ever had the privilege of working with.   About every 3-6 months she would present herself in my office and being a smart person, she would ask this smart question "I have all of these things to do - what do you want me to work on first?"  So, we would work through the list - decide which things were high importance, which ones were low and which tasks could perhaps  go away.   It enabled her, and the team, to work so much better.

Priorities should be not rigid;  the fluidity of priorities should serve the business as well as the team members.

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My book "Courageous Questions, Confident Leaders"  is available on Amazon Kindle.