00:00:07
take control of your daily schedule so you never have to suffer through it.
00:00:12
David Eisenhower,
00:00:13
the thirty-fourth president of the United States of America,
00:00:16
is quoted as saying,
00:00:18
what is important is rarely urgent,
00:00:20
and what is urgent is rarely important.
00:00:23
Eisenhower's matrix was developed from this quote as
00:00:28
a way to help people prioritize their duties.
00:00:32
By discerning what is urgent and important,
00:00:36
Eisenhower's matrix is a double entry table,
00:00:40
an axis urgency of tasks,
00:00:43
an axis importance of task.
00:00:46
The matrix therefore consists of four zones.
00:00:50
The so-called important activities
00:00:53
allow us to move forwards with our priorities,
00:00:58
whether they are professional or personal.
00:01:02
what is important is major,
00:01:05
extremely beneficial,
00:01:07
and its consequences are significant.
00:01:11
replying to a colleague,
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sending an email,
00:01:14
or running to a meeting are not defined as something important.
00:01:18
We can measure how important an activity is by asking ourselves this question
00:01:24
What will happen in the short and long term if I leave this activity out?
00:01:30
The so-called urgent activities require immediate action.
00:01:34
If we don't do them fast enough,
00:01:36
it will either be too late or the conditions will have degraded.
00:01:41
But is it an emergency for you or for someone else?
00:01:47
If you have urgent and important tasks,
00:01:52
you must act and take care of them as soon as possible.
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Put them at the top of your list.
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Start your day with these tasks.
00:02:00
They are essential,
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and they bring a strong added value to your work and to your life.
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if you have urgent but unimportant tasks.
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delegate as much as possible,
00:02:17
integrally or partially.
00:02:19
If you don't have the choice,
00:02:21
manage them by not spending more time than necessary on them.
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simplify and get straight to the point.
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often tends to override importance.
00:02:35
It's the culture of immediacy.
00:02:37
This can be seen as a kind of regression towards childhood
00:02:41
when the urgency stems from a need,
00:02:43
from a desire for immediate gratification.
00:02:46
8% of employees report
00:02:49
working in an emergency always or often having to work in a hurry.
00:02:54
Urgency was supposed to be the exception,
00:02:57
yet it's gradually becoming the rule.
00:03:00
The pressure of urgency,
00:03:02
the urgency of our desires,
00:03:04
or the urgency brought to us by a colleague
00:03:07
is usually the reason why we lean in.
00:03:09
Can you finish this file now,
00:03:13
Here is the definition of something urgent.
00:03:16
The characteristic which allows no delay,
00:03:20
a situation that may result in irreparable harm if it
00:03:23
is not remedied within a short span of time.
00:03:27
Will there be irreparable harm if Patrice doesn't finish that file now?
00:03:33
we have alienated the word urgent.
00:03:37
can you reply to the email ASAP?
00:03:40
Will there be irreparable harm if I don't reply to this email as soon as possible?
00:03:46
We have a survival mechanism within us,
00:03:49
which means that as soon as we hear urgent,
00:03:52
as soon as possible,
00:03:53
our reptilian brain takes over and suspends all
00:03:57
other activities to focus on the so-called emergency.
00:04:01
the hyperreactivity of the reptilian brain that makes us take our
00:04:06
hand off a fire when we burn ourselves is very appropriate.
00:04:10
But focusing exclusively on answering an email that I just got,
00:04:14
is that really an appropriate action?
00:04:17
Is it an emergency,
00:04:18
a survival situation?
00:04:20
I prompt you not to let yourself be distracted by so-called urgent matters,
00:04:26
which aren't really urgent nor very important.
00:04:31
delegate most tasks or do them by going straight to the point.
00:04:37
If you have unimportant and non-urgent tasks,
00:04:41
a waste of time,
00:04:42
then don't do anything or do the bare minimum.
00:04:46
Sometimes these tasks need to mature
00:04:49
before moving up to another box of the chart,
00:04:52
unless these tasks are satisfying and inspiring for you.
00:04:58
improving the presentation of a slide show.
00:05:00
Maybe you find accomplishing these actions rather pleasurable.
00:05:05
Even if they do not represent a crucial issue,
00:05:08
their pleasant or interesting character
00:05:11
will certainly allow you to breathe in
00:05:13
between two activities and regain some energy.
00:05:17
Just perform these actions with awareness though,
00:05:20
knowing that they are neither urgent nor important,
00:05:23
but that you're choosing to indulge in
00:05:25
these activities for your own personal satisfaction.
00:05:31
If you have tasks that are not very urgent but important,
00:05:35
what I call priorities,
00:05:37
plan them and stick to your schedule,
00:05:40
resisting any emergencies that may dethrone them.
00:05:43
These activities have no critical deadline,
00:05:47
but postponing them or dismissing them would be
00:05:50
detrimental to the achievement of your objectives.
00:05:54
not very urgent but important,
00:05:56
I can include anything related to self-care,
00:05:59
self-fulfillment,
00:06:00
and self-development,
00:06:02
anything related to self-realization.
00:06:05
This matrix can be a lifesaver
00:06:08
if you are constantly feeling overwhelmed or if you keep slipping.
00:06:11
Up in your work schedule,
00:06:13
I have often used it in coaching sessions where
00:06:16
one of the objectives is better time management.
00:06:20
like most of my coaches,
00:06:22
you feel that all of your professional duties are important and urgent,
00:06:26
then it's time to refer to the core objectives you were given.
00:06:30
It is vital for you to sort through and deprioritize
00:06:35
certain tasks by talking about it with your superior.
00:06:39
Overwhelmed people are people who think they have no other
00:06:42
choice and they feel victimized by the lack of time.
00:06:46
We have much more choice than we think,
00:06:48
the choice to say no,
00:06:50
the choice to defer deadlines,
00:06:52
the choice to be less of a perfectionist,
00:06:54
and the choice to negotiate support and resources.
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