This dynamic has a compounding effect as each activity that moves from Quadrant 2 to Quadrant 1 makes it more difficult to do other Quadrant 2 activities. The proactive activities in each scenario (and so many others) are substantially less costly than the price paid when it becomes a crisis. This bears itself out in everyday life: overdue credit card payments, depleted relationships crashing, poor habits resulting in health issues, lack of process improvement yielding poor quality or inefficiencies, procrastinating on prospecting that produces a weak sales funnel, etc. Neglecting activities in Quadrant 2 means that you expend two to six times the energy, time and money when they eventually move to Quadrant 1! (Ex: social media, unnecessary projects, unnecessary work breaks) Sometimes we also do things that don’t require an immediate response, nor do they fulfill our duties and aspirations, but they are comfortable or provide immediate gratification. Quadrant 4 is not urgent or important.(Ex: interruptions, texts/emails, meetings) That said, they attract our immediate attention. While they might be important to someone else, these activities are not primarily our responsibility nor do they move us toward our goals. Quadrant 3 is urgent but not important.(Ex: process improvement, networking, planning, skill development) They are important for us to address and bring us toward our objectives, but their deadlines are not immediate, and no one is forcing them to be addressed. These are the activities that can be postponed.
Quadrant 2 is important but not urgent.(Ex: crisis, customer issues, technology failures, repairs) They fulfill our responsibilities and/or they move us closer to our goals. These activities demand our immediate attention, and they need to be done by us. His ideas are more relevant today than ever.Īs Hummel explains, all of our activities in life can be categorized into one of four areas: In 1967 Charles Hummel wrote a powerful essay about these two questions called Tyranny of the Urgent. Your overall success may well hinge on how you answer these two questions. How much of what you’re neglecting is really the most important to get done? How much of what you urgently respond to is truly important for you to do?
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