Mark Osborne explains how many tasks feel urgent but aren't actually either urgent or important. Unexpected problems seem to demand immediate responses, but they often don't need to be handled as fast as you think.
And so oftentimes in business, there's this, you know, that quadrant of it's urgent but not important. And like, I could just sort of feel within myself as you're talking about these curveballs and what you talk about, they feel like they're moving faster than they are. They feel like they demand faster response than maybe they do. Maybe a lot of these things that feel urgent aren't even that urgent, much less that important.
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