Covey, Stephen R. (2009-12-02).
The 7 Habits of Highly Effective People (Kindle). RosettaBooks - A. Kindle Edition.
Urgent means it requires immediate attention.
It’s “Now!” Urgent things act on us.
A ringing phone is urgent. Most people can’t stand the
thought of just allowing the phone to ring. You could spend hours preparing materials, you could get all dressed up and travel to a person’s
office to discuss a particular issue, but if the phone were to ring while you were there, it would generally take precedence over your personal
visit. If you were to phone someone, there aren’t many people who would say,
“I’ll get to you in 15 minutes; just hold.” But those same people
would probably let you wait in an
office for at least that long while they completed
a telephone conversation with
someone else.
Urgent matters are usually visible. They press on us; they insist on action. They’re often popular with others. They’re usually right in front of us.
And
often they are pleasant, easy, fun to do. But so often they are unimportant!
Importance, on
the other hand, has to do with results.
If something is important, it contributes to your mission, your values, your high priority
goals.
We react to urgent matters.
Important matters that
are not urgent require more initiative, more proactivity.
We must act to seize opportunity,
to
make things happen. If we don’t practice Habit
2, if we don’t have a clear idea of what is important, of the results we desire in our lives, we are easily
diverted into responding to the urgent.
Look for a moment at the four quadrants in the time management matrix.
Quadrant I is both urgent and important.
It deals with significant
results that require immediate attention. We usually call the activities in Quadrant I “crises” or “problems.”
We all have some Quadrant I activities in our lives. But Quadrant I consumes many people. They are crisis managers, problem-minded
people, deadline-driven producers. As long as you focus
on Quadrant I, it keeps getting bigger and bigger until it dominates you.
It’s like the pounding surf. A huge problem comes and
knocks
you
down and you’re wiped out. You
struggle
back up only to face another one that
knocks
you
down
and slams you to the ground.
Some people are literally beaten up by problems all day every day. The only relief they have is in escaping to the not important, not urgent activities of
Quadrant IV. So when you look at their total matrix, 90 percent of their time is in Quadrant I and most of the remaining 10 percent is in Quadrant IV, with only negligible
attention paid
to
Quadrants II and III.
That’s how people who manage their lives by crisis
live.
There are other people who spend a great deal of time in “urgent, but not important” Quadrant III, thinking they’re in Quadrant I.
They spend most of their time reacting to things that are urgent, assuming they are also important. But the reality is that the urgency of these matters is often based on the priorities and expectations of others.
There are other people who spend a great deal of time in “urgent, but not important” Quadrant III, thinking they’re in Quadrant I. They spend most of their time reacting to things that are urgent, assuming they are also
important.
But
the reality is that the urgency of
these matters is often based on the priorities and expectations of others.
Effective people stay out of Quadrants III and IV because, urgent or not, they aren’t important.
They also shrink Quadrant I down to size by spending more time in
Quadrant II. Quadrant II is the heart of effective personal management. It deals with things that are not urgent, but are important. It deals
with things like building relationships, writing a personal mission statement, long-range planning, exercising, preventive
maintenance, preparation—all those things we know we need
to
do, but somehow seldom get around
to
doing, because they aren’t urgent.
To paraphrase Peter Drucker, effective people are not problem-minded; they’re opportunity-minded.
They feed opportunities and starve
problems. They think preventively. They have genuine Quadrant I crises and emergencies that require their
immediate attention, but the number is comparatively small.
Whether you are a student at the
university, a worker
in an
assembly line, a homemaker, fashion designer, or president of a company, I believe that if you
were
to ask what lies in Quadrant II and cultivate the proactivity to go after it, you would find
the same results. Your effectiveness
would increase dramatically. Your crises and problems would shrink to manageable proportions because you would be thinking ahead, working on the roots, doing the preventive
things that keep situations from developing into crises in the first place. In time management jargon, this is called the Pareto Principle—80 percent of the results
flow out of 20 percent of
the activities.
Covey, Stephen R. (2009-12-02). The 7 Habits of Highly
Effective People (Kindle). RosettaBooks - A. Kindle Edition.
