Leaders often grapple with the feeling that there simply aren’t enough hours in a day. They want to think strategically, plan for the future and invest time in reflecting on their team’s direction, but operational tasks have a way of creeping in and stealing attention. I developed a prioritization matrix that helps leaders audit their daily activities so they can see exactly where their time is going.
The first step is the audit itself, which involves systematically recording everything that fills a leader’s schedule, from firefighting tasks to essential meetings, to see what genuinely requires their involvement. By shining a light on these daily activities, leaders often discover they’re dedicating far more time to tactical tasks than to high-level strategy.
The matrix extends beyond the standard urgency-versus-importance model by introducing additional dimensions that sharpen a leader’s ability to delegate and prioritize effectively. This approach still looks at which tasks are urgent and which are important, but it also pushes leaders to consider how much value they bring to the organization by performing these tasks themselves, how much visibility each task brings to the team and the potential for delegating tasks to someone else.
By examining these factors, leaders can quickly see whether their energy is being spent on efforts that truly benefit from their expertise or whether they are performing tasks that could be just as effectively handled by a team member.
Once a leader has mapped out their week, it becomes easier to understand if they’re operating at a strategic or tactical level. Strategic tasks, like planning long-term objectives, brainstorming new initiatives or forging key partnerships, require a leader’s unique vision and decision-making abilities.
Tactical tasks, such as administrative work or repetitive processes, often do not. If the bulk of a leader’s day is consumed by tactical tasks, they rarely have the mental space or bandwidth to plan for the future. The prioritization matrix brings clarity to this issue, as it points out which specific tasks or activities could be delegated or postponed so they can free up time to think strategically, focus on themselves and their experience as leaders, look at the broader system in which their team operates and identify opportunities and threats that they might want to consider or address. Frequently the leader needs to also secure time for themselves to do all of this reflection in a calm and inspiring space.
The other aspect of the prioritization matrix is addressing delegation. Most leaders delegate to whoever is more available, but that doesn’t necessarily mean this individual has the proper competencies and experience to deliver the task. Delegating more effectively means looking at the importance of a task, mapping it out with the value for the organization and the visibility to the broader world, as this decision may expose unprepared employees to massive failure or, alternately, get an employee credit for their potential promotion.
In many cases, delegation lifts overall productivity and employee engagement, since team members feel trusted and empowered. Implementing the matrix consistently involves an ongoing commitment to auditing, evaluating and adjusting. That consistent practice keeps leaders from slipping back into firefighting mode.
Thoughtful leadership requires time to think, reflect and strategize in all aspects of their life. For example, they need to strategize how to delegate; will the delegation result in building someone’s profile or help them get the required exposure so they can build valuable relationships? Is it better to keep the person who is being given tasks close to prevent any mistakes from being broadly showcased? The leader must also strategize about the tasks they keep for themselves, which should position them in the right place and allow them to look at the broader picture. They must also ensure that the value they bring is equal to their level in the organization.
By turning the spotlight onto how they spend each day and consciously prioritizing the tasks that matter most, leaders can protect the time and space necessary to guide their organization toward sustained success, release time to plan and strategize, and also reflect on their career, priorities and growth.
