A task can be important, it can be urgent or maybe both. A fine mix of tasks and the way we manage it changes the outcome
There's always a tussle. Urgent tasks must be completed but the important task should not be left out. There are many business units where almost every task is termed ‘urgent’, and because of which, there is always a rush. Such a rush leads to multiple routes of ‘shortcuts’, which eventually impacts quality. Each time the ‘urgent’ task becomes a priority, the ‘important’ tasks takes a back seat. This happens due to the limitation of time - ‘the leftover important task'.
This cycle continues and creates a frustrating atmosphere. Such a scenario works for a short period but it continues with the same pattern, the quality, productivity, and time-lines interrupted. It shows that the planning is completely missing in organising work.
There are multiple examples around us. We can take the example of the Chief Engineer of the hotel, which is undergoing renovation. If there is a partial opening of the hotel before completion of the renovation, the task increases manifold. The task becomes multi-dimensional where the foremost task is to ensure that the operating portion of the hotel stays in good condition, and renovation of the remaining portion continues at a faster pace. The cycle of 'important' becoming 'urgent' and additional unplanned tasks popping up makes it worse. The team will be greatly distressed with fatigue while the time of completion delays, depletion the willingness of the workforce, all at the same time.
Multiple task at the same time changes priority as the urgent become priority and important task that are mainly routine time bound tasks such as scheduled reports, meetings. We start spending time on non-important task, because they become urgent.
Why do we need planning?
The important task should not get delayed because priority comes up just because priorities bring urgent tasks. To avoid such scenarios, we need PLANNING that gives rise to 'time leadership' from traditional ‘time management. For planning, we need to understand the nature of the task by categorising the task.
We can categorise a task into four classes;
A. Task to be completed immediately.
B. Task those can be postponed.
C. Task that can be delegated.
D. No Need, or just avoid it.
The above is based on the objectives, goals, purpose, vision, or mission.
Not categorising tasks can lead to losing control on time.
Priorities of tasks need to be defined based on the concept of important or urgent. There could be multiple tasks in the same time zone.
While planning activities, sufficient time to be allocated to manage the ‘unexpected’ events. These unexpected events impact the timeline and aggregate the situation. We can also define the ‘unexpected events’ as the call from a friend, colleague, or customer. It can be a sudden call for a meeting, or an email with the highest priority.
Planning is a process to enhance productivity, gives clarity with flexibility in the time available, and is result oriented.
Planning process is important. However, there are many who have different views. There is a strong view that planning restricts creativity. One view is it restricts flexibility. And, some believe that even planning cannot be accurate because the ‘unexpected events’ affect timelines. All these points can be taken care of if the leaders take enough time to plan. Allocate enough time in between the tasks to cover up the unexpected events and provide flexibility.
Many times, things do not go as planned. That’s why ‘work and time schedule both are part of complete planning’. Planning is for long-term as well as short-term goals. When the objectives and the priorities are clear, then the short-term plan can be clubbed together to achieve long-term goals. It's all about writing down the activities, grouping them based on objectives, and creating a plan by limiting external interruptions.
Planning ensures that important tasks should not get deferred.
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