Maybe you love to fix problems and have a bias toward action, which leads you to get involved in things your team should be handling. Be mindful of areas that you still enjoy, perhaps from a previous role or from when the company was smaller. Share what you are seeing out on the horizon that fuels your conviction, and explain why it’s good not only for you but also for the company. Perhaps you see a hot new area, but the impact is less clear to others. Where are the possible points of elevation? Quadrant III: Elevate those tasks that give you a lot of energy but that others don’t see as the best use of your time. The quadrant could highlight that it’s time for a change (which was my situation more than 15 years ago, when no amount of prioritizing was ever going to overcome the fact I was in the wrong career). For example, your highest contribution in a strategy role may never offer you the passion you feel when coaching people. Remember that there is a tipping point in this quadrant.Keep a growth mindset and push yourself out of the comfort zone. Perhaps a key part of the job includes something that isn’t yet a strength, such as presenting at town hall meetings or being more visible externally. Tolerate the fact that you may be on a learning curve.For example, you may be excited about having a larger role and team but less excited about the increase in managerial processes and administration that come with it. Tolerate and accept that you aren’t going to love every part of the job.What are the possible discomforts, and what can you do about them? Quadrant II: Tolerate those parts of the role that are important but drain your energy when you’re engaging in them. Look at the answers to the two questions above and see which projects, initiatives, and activities show up on both your high contribution and high passion lists. Quadrant I: Prioritize those areas of your job that hit this sweet-spot intersection of bringing your highest value-add and making an impact that you feel excited about. The framework can help you to sort priorities and define subsequent actions. We can put the two criteria of contribution and passion together to create an organizing framework. What am I passionate about? Motivation and energy fuel action, so when setting priorities, get clear on what brings you inspiration in your work today.ĭetermine Next Steps with an Organizing Framework.
The word contribution captures a sense of purpose, citizenship, and service.
Researchers have found that it’s the overload of options that paralyze us or lead to decisions that go against our best interests. Select a couple of areas to set priorities in this can help the brain to manage information overload. You can start by assessing how well you’re handling the increased workload that comes with being a leader today. Recognize that consciously setting priorities is a key pillar of success. Don’t assume that prioritizing your workload is someone else’s job, and don’t choose to see yourself solely as a “do-er” or a “worker bee.” It’s easy to point blame at our managers and organizations when we experience high levels of stress or an overwhelming amount of work. In a world where conflicting and unclear priorities are the norm, how can you learn to prioritize your own work and still feel satisfaction from a job well done? Take Ownershipįirst, check your mindset when it comes to setting priorities. Compounding the problem, recent research shows that global executives say they have too many conflicting priorities. The frequently cited research of Robert Kaplan and David Norton shows that more than 90% of employees don’t fully understand their company’s strategy or know what’s expected of them to help achieve company goals.
Most of us face this reality each and every day. Prioritizing work can be frustrating, especially if you work for a hands-off manager or a company that doesn’t give you clear goals.
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