Directing a business involves juggling a multitude of tasks, decisions and emergencies. The days are often linked at a frantic pace and it is easy to get carried away by the urgency to the detriment of what really has value. Prioritization is not simply an organizational competence: it conditions the performance and growth of a business. Knowing how to distinguish the essentials of secondary school makes it possible to concentrate efforts on what has a real impact, rather than dispersing energy.
The difference between urgent and important
The confusion between emergency and importance is frequent, even among experienced leaders. An urgent task requires immediate action, but it does not necessarily provide long -term strategic value. Conversely, an important task contributes directly to the objectives and the vision of the company, even if it may seem less pressing on a daily basis.
A classic example: an unhappy client email may seem urgent, and it is apparently, but responding repeatedly to this type of messages can end up consuming considerable time without solving the structural problems at the origin of dissatisfaction. Identify what is really important involves asking the question: “What action will have a lasting impact?” »»
This distinction is at the heart of prioritization and makes it possible to choose where to invest your time, that of your teams and its financial resources.
The effects of dispersion
The dispersion of efforts is the silent enemy of the leaders. To be absorbed by secondary tasks or by incessant requests leads to mental fatigue and reduced efficiency. Strategic decisions can be delayed, and the quality of important initiatives is affected.
In some companies, it is not uncommon for managers spending more time to manage operational problems than to pilot the development of their business. The result is a cycle where every day seems productive, but where the real objectives advance slowly, if at all. Paradoxically, devoting less time to certain activities, eliminating or delegating what does not contribute directly to performance, makes it possible to obtain more significant results. This approach requires discipline and lucidity, but it is quickly paid.
Methods to decide what matters
There are several approaches to identify priorities. Each can be adapted depending on the size of the company, the sector and the management style.
1/ The Eisenhower matrix
This method distinguishes four types of activities:
- Urgent and important: to be treated immediately.
- Important but not urgent: to plan.
- Urgent but not important: to delegate if possible.
- Neither urgent nor important: to be eliminated or put back.
The strength of this matrix lies in its simplicity: it allows you to quickly visualize where to concentrate. However, its effectiveness depends on the leader’s ability to be honest with the real importance of each task.
2/ Impact analysis
Before investing time or resources in an action, it is useful to assess its potential impact on strategic objectives. This approach obliges to ask key questions:
- Does this action contribute to growth or profitability?
- Does it have consequences on customer satisfaction or the motivation of the teams?
- Does it save time or simplify long-term processes?
Tasks that do not meet these criteria can be relegated or rethought.
3/ The Pareto principle
Pareto’s law, often summarized by 80/20, suggests that 80 % of the results come from 20 % of efforts. Identifying these 20 % high impact shares allows you to concentrate energy where it produces the most value.
For a leader, this sometimes means saying no to attractive but not very profitable initiatives or abandoning projects that consume a lot of resources for a marginal benefit.
The discipline of daily prioritization
Knowing how to define your priorities is one thing, applying them day after day is another. Personal discipline plays a key role.
Start the day by reading the three to five actions to be carried out absolutely helps to structure time. These actions should be directly linked to strategic objectives, and not to secondary administrative tasks.
It is also useful to provide regular evaluation moments: each week, each month, take the time to check whether the efforts have been aligned with what really matters. Managers who integrate this habit note a significant improvement in productivity and a decrease in stress related to constant emergencies.
Delegation as a prioritization lever
Prioritization is not limited to what the leader does himself. It also involves intelligently delegating. Identify the tasks that can be entrusted to competent employees frees time to focus on strategic decisions.
To delegate effectively, it is important to choose the right person based on skills and motivation. Also, we must clearly define the expected objectives and results.
There is no point in doing all of this if you do not provide the necessary resources and suitable follow-up (without entering micro-management).
Well applied, the delegation becomes an efficiency multiplier and a means of developing the team’s skills.
The art of saying no
An essential aspect of prioritization is the ability to refuse certain requests. To say no may seem difficult, especially when requests come from partners or customers, but this is an essential condition to protect time and resources.
Each refusal must be formulated in a respectful and constructive manner, by explaining the reasons and, if possible, by offering an alternative or a postponement. This approach strengthens credibility and demonstrates that the leader acts in a thoughtful, not impulsive way.
Prioritization and strategic vision
Prioritization can only be effective if it is aligned with the vision and objectives of the company. Without this consistency, even the most organized actions may not produce the desired effect.
A manager must therefore regularly clarify the long -term objectives, share this vision with his teams and verify that each project or initiative contributes to the realization of this vision. This consistency is the common thread that guides all decisions, from daily life to growth strategy.
Digital tools to help prioritize
Technology can facilitate prioritization. Task and projects management applications make it possible to follow the progress, assign responsibilities and view the impact of each action. However, these tools do not replace human judgment. They must be used as a medium to organize and clarify priorities, not as a substitute for strategic reflection.
