I hear so many people talk about how busy they are. It is constant. Each new task, each new problem, the same response every time, “I’m too busy to add more to my plate!” We’ve all heard it and might be true in some cases, but other times it’s just hyperbole. It seems like the cool thing to say as a manager, that you are the busiest and have no time for anything else. That you are overworked and many other descriptions of the same thing.
The problem is being busy is a bad thing. How can you or your organization be agile and be able to adjust to meet demand if you are so busy? A great quote I read once is “You can’t be too busy mopping the floor, to shut off the faucet.” So being busy is just an exercise in priorities. Sometimes you won’t have the option of what to do or which priorities you have, but you can always discuss it. When you are in a position to determine your priorities, it is all about doing what is important for the organization to be successful.
So, how does an organization do this? There need to be deliberate discussions about what is and what is not a priority. Hopefully, the items determined to be a priority align with the organizational goals. If they do not align, then this is a good indicator you have either the wrong goals or the wrong priorities.
Achieving a balance is needed because cleaning the bathroom might not be an organizational priority that will align with an organizational goal, if it is not done regularly, nasty things will happen. This is where the problems begin because at some point everything will become a priority. What you end up with is managers not being able to distinguish priorities for their work.
Look at the typical tasks you are required to complete and build priority groups. Doing so will help the members of the organization responsible for creating a suspense for these tasks a way to determine how long to give the group to respond. You might create five priority groups that your organization can assign tasks to, then when something is a low priority, people won’t ask for a same-day turnaround.
Take, for example, a low priority task like providing the IT department the type of paper you use. This job would easily fall in the lowest priority category. That category would come with a minimum two weeks completion time, meaning you have two weeks to respond. If the priority needed to be bumped up, clear and compelling justification would need to be provided. Once your organization knows how to prioritize, it will be easy to find the balance that is “just right.”