[podcast src=”https://html5-player.libsyn.com/embed/episode/id/5527385/height/75/width/600/theme/standard/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/forward/” height=”75″ width=”600″] Urgent priorities are how it affects the people we employ and serve; as leaders we must make sure to avoid too many high business priorities.

There is a discipline in setting priorities and using a business plan to stay on course. It’s easy to think an idea is necessary, yet if it doesn’t fit into where we are going for the next 12 months (or even longer) how necessary is it? Jessica Dewell talks with Jennifer Goldman discussing how we avoid too many high priorities.


Program 71 - Too Many High PrioritiesStarting The Conversation:

  • Where do we do prioritize, and when is the payback?
  • How do you determine and select company level high priority initiatives for your 1 and 3 year business development plan?
  • Why is it bold to keep the number of high priority items low?

Host: Jessica Dewell
Co-host: Jennifer Goldman

What You Will Hear:

Willingness to try new things (..and not have fear get in the way).

Know whats appropriate at the top, it’s different for everyone.

Figure out what is the top activity for our business.

What NOT to do.

SOS – shiny object syndrome. The fear of missing out.

Write it down. Keep notes interactive.

It’s all about the process. Know the standard. Know when to change.

What to do when something is just too good (the right answer AND the REAL answer).

Is it urgent?! Is it Important?! How we can filter.

Use thinking time.

Lasting returns take a long time to create.

Three things that will help us create buy-in for priorities from others in our organizations (small or large).

Staying on track.

Notable and Quotable:

Jennifer Goldman: I’ve learned by failing that the minute I ease up, I see the effects 6-9 months later.

Jennifer Goldman: There is an element of a leap of faith.

Jessica Dewell: It’s our USP (unique selling proposal) that filters out what won’t work for us and be willing to let them go.

Jessica Dewell: What’s it going to take to actually do [an idea]?

Jennifer Goldman:  I write it down the reasons to do it, to not do it, and I keep it and revisit it in my business plan reviews.

Jennifer Goldman: The hurdle, I’ve found as a business owner, is writing it down.

Jennifer Goldman: Use the same template year after year, and only update when it must be done.

Jessica Dewell: Change the business plan when it doesn’t work.

Jennifer Goldman: The deadline is the deadline. Use the plan to make sure it doesn’t hurt priorities.

Jessica Dewell: We try to find immediate answers … when there are none.

Jennifer Goldman: Sometimes…I need to write a rant.

Jennifer Goldman: We can change our habits.

Jessica Dewell: We spend too much time on the things that limit us and not enough time on what we do well naturally.

Jessica Dewell: The production takes a lot of time, the experience creates instantaneous experience.

Jennifer Goldman: When we watch others, what they do looks instantaneous. We don’t see how much time it takes to make it permanent.

Jessica Dewell: We must embrace the priorities we want for our business and give them the time they need.

Jennifer Goldman: Important items are what are long lasting and pay themselves back 10x, even 20x over.

Resources:

Tags: openness, habit, priority, prioritization, master marketing plan, planning, research, guilt, passion, iterate, process, fear, instant gratification