I’m helping an entry-level Associate learn prioritization. I remember what it was like, getting asked to perform tasks by multiple superiors. Everyone wants their stuff to be priority, so much so that they employ a little trick with the line staff (some consciously, some not): they don’t even give a timeline within which something they need done should be completed. They just assume the Associate interprets the request with the directive, “Now.”
But there are multiple “nows” – multiple time horizons upon which we determine when something should be complete. And I’m sure you know, dear Reader, that many deadlines are actually artificial.
Of course I still need to prioritize. Big time. I fell a little short of my numbers this year. It was close enough that if I had really been focusing on the numbers, I think I could have nailed it. Instead, there were high-level organizational growth issues to deal with, and I worked on those happily because it is important and interesting and intellectually stimulating.
Our company has a goal to double revenue from 2013 to 2018. And you know what? We’re on pace. We’re on pace!! That’s a big deal for a small company, and I’m so proud – proud of my colleagues and all the line staff who are putting in good work every day, proud of my contributions to that pace (even if I fell a little short this year).
But let’s be clear – we’re only going to make it to Goal if we keep our eye on the ball. Whether it’s managing tasks from multiple superiors, hitting annual targets, or realizing 5-year strategic plans, we can’t get distracted.
So I told that Associate who struggled with prioritizing requests to ask for timelines for completion from the requestor, and if the Associate could accommodate it within her already established priorities, then fine. But if she couldn’t, that she should refer the requestors to me to determine whether priorities need to be shifted, they need to wait, or they need to find another solution to get it done.
I will need to continue to do the same. We love to talk about organizational development! Let’s do it within the context of existing priorities, talk about it after we review where we are on our first-tier goals, or create a new organizational development goal and rework the relative percentages of focus for all goals.
Because if we do that, we can manage well not only our business days, but our business years!