Eisenhower priority matrix6/10/2023 ![]() ![]() Now that you have written your list, you have an accurate representation of the things you need to work on and what is most pressing. Label each of the things with a number, one through four (matching the matrix).Make a list of the things you need to do.These are the goal-setting and evaluation of business objectives that impact the long-term success of a business, yet, they are rarely classified as urgent.īe a steward of your most precious resource: time. The biggest payoff comes from actions in the second quadrant. If you’re tackling the matrix for your professional goals, you may start to see that many of your to-dos end up in quadrants one and three. Gray = not urgent, not important: Dump this task Green = urgent, not important: Delegate this task Yellow = important, not urgent: Schedule this task for yourself To add a new dimension to your matrix, assign each of the sections in your system a color, and assign each color a priority level. It’s best for you to see them in this quadrant so you can work hard at completely eliminating them from your work day. ![]() Simply put, this is the stuff of procrastination-the time-wasters that prevent us from accomplishing the more urgent and important tasks in the first two quadrants. Quadrant 4 – Do it laterĪctivities that belong in this quadrant are time-sucking tasks that don’t contribute any value whatsoever. The goal of these tasks is to make an attempt at eliminating and reducing the things that don’t help you hit your goals.įor some, delegation can be an attractive option by offloading work to others so that the calls, emails, and requests can still be handled, freeing you to focus on things that matter more in other quadrants. These types of tasks usually don’t warrant your attention because they don’t produce measurable output. Phone calls, emails, and last-minute meeting requests belong in this quadrant. Items that belong here are important, but they don’t require your immediate attention. This is considered a strategic section of the matrix, perfect for long-term development. They are very important deadlines with the highest level of urgency. These are the tasks and to-dos that need immediate attention. That then dictates where, when, and how long you should focus on that task. ![]() You decide which quadrant your tasks fall into based on both the urgency and the importance of your task. How do you decide when you’ll get it done, given all the competition from other items on your to-do list? This is where you can use the Eisenhower Matrix to help you figure it out. Once we clear that hurdle, procrastination melts away, and things start getting done. Today, one of the biggest business challenges (and personal challenges, too) is how we can decide what’s urgent and what’s not. ![]() Time management solutions are a helpful antidote to days filled with increasingly blurred deadlines, incessant noise, and excessive disruptions. Today, the system has been popularized by and is most often attributed to Stephen Covey, author of “ The 7 Habits of Highly Effective People.” His ability to manage his time and tasks was essentially a decision matrix-a framework for deciding what was important and what wasn’t. It’s why the Eisenhower decision matrix exists today. According to legend, the matrix below was attributed to Eisenhower, who said, “What is important is seldom urgent, and what is urgent is seldom important.”Įven if we’re not certain this matrix was created by Eisenhower himself, there’s not much difficulty in debating Eisenhower’s effectiveness in time management. Yet, even in the darkest hours and most pivotal moments of World War II, Eisenhower was intensely ambitious and steadfastly positive.Īnd like many of our noteworthy luminaries, there remains a certain, almost apocryphal mystique behind how the legendary leader earned his own power-packed productivity tool. He prioritized people and resources above everything else. Eisenhower, the five-star general and the 34th President of the United States, was heralded for his ability to lead and make decisions in times of conflict and duress. ![]()
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