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Immediately, when real, helps teams work faster and meet the real deadline. But when immediately becomes a default mode, it turns into a source of constant pressure. Over time, it shows decision -making, poor decision -making and reaction that damages long -term goals.
The best leaders are starting to change this mindset. They help their teams separate the real hurry from false hurry. They guide people to stop, think and plan instead of rush, answer and regret.
Related: Burnout threatens employees’ welfare and productivity-how to prevent it from infiltrating your workplace.
Problem in understanding everything immediately
When each request is marked “ASAP”, it eventually stops anything. People make it a habit to run at full speed, regardless of the situation. In a short period, things end. But over time, costs increase:
Increase staff fatigue: People stop making a difference between what critical and loud.
The main task is delayed: Hurrough often does not make teams meaningful, but to focus on sharp tasks.
The team’s dynamics were broken: People begin to blame each other for delayed, released details or mistakes that are caused quickly.
In fact, hurry should be rare. When everything is necessary, there is nothing.
Real vs. wrong urgent
Before training a team immediately, the leaders have to understand the difference first.
Real hurry Tied up to clear the sensitive results of the time. Security violation. Tomorrow a client’s offer. A product error before a public launch. These are the right reasons for working fast.
The wrong hurry Often poor planning, ambiguous expectations or habits that reward it. It appears like:
Emails marked high priority without explanation
Silk messages with “Argent” in all hats sent during off -hour
A quick deadline that is not connected to a real risk or consequences
Leaders are nervous and moving this tension to the team
The best leaders know that these signals have to be filtered and their teams have to do so.
Related: Long work hours cause burnout – not productivity. Learn when to retreat from some tasks – and when to step up
How to revise and re -praised the high leaders
1. Model calm response – even in pressure
People look to the leadership to determine the seriousness of a problem. If the leader is afraid, everyone follows him. Leaders who are grounded, even during the actual conditions of high stress, train their team to evaluate it rather than react.
When an important thing comes out, they ask:
“What is the original deadline here?”
“If we don’t work right now what happens?”
“Is it important, or is it just in the loud voice?”
This kind of thinking is spreading. Teams start asking these questions before jumping into action.
2. Create a Sochi deliberate planning culture
False riots often result in unclear planning. Later, the best leaders invest in time to prevent chaos.
They set clear expectations for this:
They make sure that the teams have enough notice of big works, and they withdraw the unrealistic timelines of other departments or clients. This does not mean avoiding the deadline. This means stopping unnecessary people.
3. Introducing a shared language around a hurry
When each person describes the “quick” differently, the confusion ends. Effective leaders set up a straightforward system to classify applications. For example:
Criticism: Immediately address. If there is a delay then clear results.
Instrument: Focus is needed within 24-48 hours.
Standard: Regular timelines on track for delivery.
Athletes: When time is permitted, the postponement can be delayed or reviewed.
These definitions help teams prioritize every request rather than treatment.
4. Not just fast work but prize thoughtful work
Pace is often focused. The person who responds in five minutes is appreciated than he responds in two hours with a better solution.
High leaders change it. They recognize:
This change teaches teams that the best work is not always fast. It is the most accurate, useful and durable.
When the real hurry is attacked: Set clear, temporary protocol
Hurry cannot be completely avoided. There will also come a time when a fast process is necessary. Strong leaders make it clear, but they also make it temporary.
They say things like: “It needs to be done by the end of the day, and why it is here. We will return to the flu tomorrow.”
It prevents the spread of panic and reminds the team that there is a discount of urgency, not a rule. When repeated, it creates discipline. People learn how to shift gears when needed, but they do not stay in this mood at full time.
Managing communication expectations
Hurry often shows how people talk, especially in remote or hybrid setup. Leaders who want to reduce the false urgency set clear limits:
Don’t expect quick answers: Unless critical marks are marked, messages can be focused during work hours.
Use Subject Lines or Silk Labels: This helps the team immediately understand the priority level without guess.
Avoid back to -back instant emails: If everything you send is immediately marked, the team will start to ignore it or start angry at it.
Related: Do not go beyond ‘quick’ ‘important’
What to do if your team is already working in a permanent hurry
If your team is caught in a permanent rush, it will not be fixed overnight. But this can be done with a constant action.
Recognize the Pattern: Call it at the team meeting. Share the purpose of creating a healthy workflower. Make it clear that this is not about slowing out the output, it is about to improve the results and reduce stress.
Audit of existing requests: Review the last two weeks of “quick” items. How much were really sensitive to time? What could be avoided by a better plan?
Introduce the preferred level: Start labeling tasks with real hurry levels. Encourage the team members to do the same when assigning or requesting work.
Protect Team Fox: Block the time for deep work. Reduce unnecessary meetings. Time buffers around the deadline turned everything into a fire drill without allowing the last minute changes to adjust.
Train direct reports to do this: Encourage your managers to follow the same habits. If only immediately is controlled from the top, it will return fast. Create joint standards that are last in layers.
In a long time, teaching your team immediately re -thinking is not just productive improvement. This is a leadership responsibility.
Immediately, when real, helps teams work faster and meet the real deadline. But when immediately becomes a default mode, it turns into a source of constant pressure. Over time, it shows decision -making, poor decision -making and reaction that damages long -term goals.
The best leaders are starting to change this mindset. They help their teams separate the real hurry from false hurry. They guide people to stop, think and plan instead of rush, answer and regret.
Related: Burnout threatens employees’ welfare and productivity-how to prevent it from infiltrating your workplace.
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