"I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent." (Former U.S. President Dwight D. Eisenhower)

*Image by benzoix on Freepik

Eisenhower's “Urgent/Important Principle” helps us identify the activities that we should focus on, as well as the ones we should discount.



Most of the time we urgently focus on “getting the thing done”, “ticking that task” in the expense of other things that are more important. We rush to revise the quote, budget estimate, presentation pack. We rarely take time to “plan”, “design”, “systematize” the things to be done, so that next time it will not be in a crisis mode again. Or it will not be dependent on the same people (like us) creating bottlenecks and a culture of heroes in the long run.

• Taking time to “systematize” means taking time to think about “process”. 
• How frequently this deliverable is needed? If the task at hand is so unique and it will not be repeated in the future, then there’s no need to “systematize” it, but that is very rarely the case.
• If it’s a repeated deliverable, can we design a process so that it can be produced faster, better, cheaper (with less resources) next time and every time? 
• Who’s the customer of this deliverable? How can I assure best experience of the customer; even in long term?
• What will other people need to know in order to produce it? Which system(s) will be needed to support delivery and tracking performance? 

In order to “systemize” way of working, we produce documents and training to guide the operations. These come in several formats like policies, process maps, procedures, work instructions, guides, training packs, system requirements to support the process etc. 

If you land on an island you have never been to before, a map of the island will probably the first thing you will wish for. A new recruit needs exactly the same. But a map only works if helps the recruit. A map that is not “understandable” by its target audience or “out-of-date” is useless.

Frequently heard quote “we have procedures and process diagrams but nobody is using them” is clearly waste of resources and not the smartest way of sweating assets.

To find our way, to get the job done we need “clear guidance” and some of this guidance can be filled with “maps” and their supporting documents. Training and coaching is also required and yet they also need the “map” and supporting documents as key inputs.

Building a helpful and usable “map” is many times underestimated.

Because we believe that “a person who can get the job done will be able to design and build the map” which is not the case in practice. That person needs to be involved, that is for sure, but may not be able to build it on his/her own.

I can drive to my childhood home almost blindfolded but can’t draw a map of how to get there for someone else.

That is why we need 3 different competencies to map the way to help “others find the way”

1. Business analysis and design competency to look at the design from different perspectives. 
2. A seasoned communicator/mapper using a notation that is consumable by the end user 
3. Subject matter expertise / doers including the insights on what the customer needs