Você tem vários prazos se aproximando. Como você decide quais tarefas enfrentar primeiro?

When facing a mountain of deadlines, I swear by the 80/20 Pareto principle to sort my priorities. It's all about identifying which 20% of tasks will yield 80% of the results. I start by evaluating each task's impact and urgency. The ones that promise significant progress or have the most substantial outcomes get top billing. This approach isn't just about ticking boxes; it's strategic, focusing on what really moves the needle. It's about working smarter, not harder. By zeroing in on tasks with the most substantial impact, I ensure that my efforts are concentrated where they count the most, making the most of my time and resources.

Many times, a simple ROI practice is all it takes to clarify the next moves. One powerful frame is to switch from thinking in terms of "time" and think in terms of "priority". Ask yourself: which of these tasks, if completed, has the greatest potential for positive momentum? And vice-versa: which of these tasks, if left incomplete, has the highest potential for damage or downstream problems?

The Eisenhower Matrix is a simple decision-making tool that helps you make the distinction between tasks that are important, not important, urgent, and not urgent. Urgent & Important - (DO) Clear deadlines and significant consequences/ impact to the business/ team. To differentiate the each quadrant: Urgent & Not Important - (DELEGATE) Not Urgent & Important - (SCHEDULE) Not Urgent & Not Important - (DELETE)

L'évaluation de l'urgence et de l'importance de chaque tâche est cruciale pour une gestion efficace du temps. Les tâches urgentes, celles avec des délais courts ou des enjeux élevés, exigent une attention immédiate. Les tâches importantes, en revanche, sont celles alignées sur vos objectifs et valeurs à long terme. Utilisez une matrice pour classer vos tâches dans l'un des quatre quadrants : urgent et important, urgent mais non important, important mais non urgent, et ni urgent ni important. Cette méthode vous aide à prioriser vos tâches de manière stratégique, en vous concentrant sur ce qui est essentiel tout en gérant les urgences.

The second step in effective time management involves prioritizing tasks that are both urgent and important. These tasks demand immediate attention due to their significant impact on your overall goals and outcomes. To handle these effectively, it's crucial to focus and act promptly, minimizing distractions and interruptions. Where feasible, delegating or outsourcing these tasks can be a strategic move, especially if you have reliable resources or team members. This approach ensures that critical tasks are addressed promptly while maintaining efficiency and productivity.

Not everything can be urgent. Important, yes, but not urgent. These "important" tasks are pivotal for long-term goals, personal growth, and innovation, yet they don't demand immediate action. Allocate sufficient time and resources to these tasks, and establish realistic milestones and deadlines to stay on track. Breaking these larger tasks into smaller, manageable subtasks can make them less daunting and more achievable. Regularly tracking your progress against these smaller goals can help maintain momentum and ensure you're making consistent strides towards your larger objectives.

Productive and innovative people spend most of their time here. For them, this quadrant yields the most satisfaction, due to long-term goals that provide more flexible time and experimentation to achieve milestones of a big picture. Be careful to not loose track on this or avoid the Urgent & important tasks, scheduling proper time for those are the win solution in the long run, but the small victories must be celebrated and managed to move ahead. Most people, however, don’t spend enough time here because they don’t know what’s important to them or because they’re interrupted by urgent tasks - Track the tasks, resources allocation and follow up meetings to deliver the quick wins and keep performance for the future ones as well.

One of the greatest hiring choices we've ever made was to hire a CSM (client success manager) to be the frontline of customer/client communication. Many of these "urgent and not important" tasks pertained to daily/weekly communication with clients, which were needed to keep moving forward, but which didn't add to the business itself in a meaningful way. A sort of ongoing maintenance and balancing. Our CSM changed the game and helped the executive team focus on more important aspects of the business.

Tasks that fall in this quadrant are supportive, trainning and execution tasks that are required and sometimes invesible inside an organisation. These are tasks where you help others meet their goals, and to keep you on track releted to long run and quick wins, this is your time to DELEGATE and support your team to grow into responsibility and accountability for those tasks. As a manager/ leader this is the most effective way to start to prepare your resources to bigger tasks, delegating tasks that are urgent but not important in the long term, but that are required in the short term/ maintenance of processes/ business/ projects.