Getting Things Done

Описание: The Common Complaint: Nothing Gets Done

Today, we're delving into a frequent lament I hear from CEOs: "We just can't seem to get anything done!" When we dig into the issue, we often find that it's not about not getting things done, but about what kind of tasks are getting done. And here, a simple metaphor, the concept of a glass jar, comes into play.

Sand, Pebbles, and Rocks: Organizational Priorities

Imagine your organization's productivity capacity as a glass jar. There are three types of things you can put into this jar: sand, pebbles, and rocks.

Sand represents the routine, mundane tasks in any organization – dealing with customer complaints, fixing bugs, handling operational challenges. There's always a lot of sand, and it's tricky to get rid of.

Next, we have pebbles. They are slightly larger initiatives - feature improvements, extending working hours, launching new product lines. They're not groundbreaking, but they gradually enhance your operations.

Finally, we have rocks. These are the large, daunting, strategic initiatives – like entering a new market, launching a new product line, or conducting a merger. They're challenging, but they are what truly drives your business forward.

The Typical Pitfall: Filling the Jar with Sand and Pebbles

Most organizations fill their jar with sand and pebbles, leaving little to no room for the rocks. The everyday tasks and incremental improvements clog up the organization's productivity capacity, leaving the significant initiatives continually postponed. That's why CEOs often feel like "nothing is getting done."

The Solution: Prioritize the Rocks

So, how do we tackle this issue? It's simple - we invert the process. Instead of starting with sand, we begin with the rocks. Once we've placed the rocks, we add the pebbles and finally the sand. The sand and pebbles fit around the rocks, ensuring all three can coexist within the jar.

This means focusing on the significant strategic initiatives first. You talk about the rocks, the big launches, and the new markets with your team. You keep track of these initiatives and maintain a sharp focus on them.

A Leader's Role: Communicate About the Rocks

As a leader, your emphasis should be on the rocks. The sand and pebbles – the routine and incremental improvements – will find their way. Your role is to ensure the rocks - the strategic initiatives - aren't forgotten.

In essence, successful leaders start with the rocks and trust that their team can work around the sand and pebbles. So my advice to you, as a leader, is to start focusing on the rocks. Decide on your one to three strategic initiatives for the quarter or year and continuously communicate about them. Make the rocks a priority, and you'll see how your organization starts moving forward. Until next time, keep focusing on those rocks!

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