This post was mentioned on Twitter by michaelhyatt: Why does there seem to be an inverse relationship between the size of a company and the sense of urgency? Re-post: http://is.gd/Arwp…

“15. Slow down. Similar to simplifying, slowing down is just a matter of reminding yourself that there’s no need to rush through life. Schedule less things on your calendar, and more space between things. Learn to eat slower, drive slower, walk slower (unless you’re doing it for exercise). Going slowly helps to reduce stress, and improve the pleasure of doing things, and keeps you in the present moment.”

I think walking faster is wrong kind of urgency.

"15. Slow down. Similar to simplifying, slowing down is just a matter of reminding yourself that there’s no need to rush through life. Schedule less things on your calendar, and more space between things. Learn to eat slower, drive slower, walk slower (unless you’re doing it for exercise). Going slowly helps to reduce stress, and improve the pleasure of doing things, and keeps you in the present moment."

I think walking faster is wrong kind of urgency.

However, how do you consistently keep the fire burning to maintain a sense of urgency?

However, how do you consistently keep the fire burning to maintain a sense of urgency?

My business manager says that when she interviews anyone for a job, she always looks to see if the candidate “walks with purpose.”

She says the walk reveals urgency or apathy.

Michael E. Waddell
Co-author – Toy Box Leadership: Leadership Lessons From The Toys You Loved As A Child

My business manager says that when she interviews anyone for a job, she always looks to see if the candidate "walks with purpose."

She says the walk reveals urgency or apathy.

Michael E. Waddell
Co-author – Toy Box Leadership: Leadership Lessons From The Toys You Loved As A Child

There is a fine line in what we define as chasing urgency. Often, companies, leaders, managers, employees end up replacing results-oriented ugency with too much focus on daily processes (tasks)that yes can be/are important but can also become counterproductive in achieving desireed outcomes.

Small business are no different than large corporations–there is always something urgent and a level of survival for both. Large organizaitons, corporations, etc are made up of smaller business units for that very reason–to create a sense of urgency to chase more opportunities (to grow the business) than get bogged down in chasing processes. The latter will still get things done but more than not, will leave you feeling task driven rather than outcome driven.

There is a fine line in what we define as chasing urgency. Often, companies, leaders, managers, employees end up replacing results-oriented ugency with too much focus on daily processes (tasks)that yes can be/are important but can also become counterproductive in achieving desireed outcomes.

Small business are no different than large corporations–there is always something urgent and a level of survival for both. Large organizaitons, corporations, etc are made up of smaller business units for that very reason–to create a sense of urgency to chase more opportunities (to grow the business) than get bogged down in chasing processes. The latter will still get things done but more than not, will leave you feeling task driven rather than outcome driven.

In the business context, there was claims of studies that found highest correlation with startup surviving the first year or two … was having changed the original business plan one or more times … again agility in quickly being able to adapt the business.

misc URLs from around the web mentioning Boyd &/or OODA-loops
http://www.garlic.com/~lynn/subboyd.html#boyd2

In the business context, there was claims of studies that found highest correlation with startup surviving the first year or two … was having changed the original business plan one or more times … again agility in quickly being able to adapt the business.

misc URLs from around the web mentioning Boyd &/or OODA-loops http://www.garlic.com/~lynn/subboyd.html#boyd2

My point was that many many companies have that sense of urgency and still fail. So it seems like a sense of urgency is not a means for success on the whole.

Reminds me of college football a bit. When I watch college ball, I get the feeling that the guys on the field WANT to win. When I watch pro football, I get the feeling that more of those guys don’t want to win with the same passion that college players want to win.

Those college players have a sense of urgency.

However, that sense of urgency seems different. Maybe it’s because all the college ball players have a goals that are closer aligned than the pro players have. And maybe they have those goals that are closely alingned because most of them have that looming sense of urgency over their heads since they ALL are only in college for a limited time. Pro players have very different time frames and contracts so that their goals are probably not as closely aligned.

Now, the problem with that sense of urgency is that it creates a lot of unnecessary stress. You can align your goals and achieve the same feat in pro ball and in a business as you can with college ball. You can get to the same level of passion/motivation/want-to without that boss-fabricated sense of looming urgency.

Using the tactic of “urgency” seems rather counterproductive and out of context for a business model. Of course, “urgency” is not the same as “responsiveness”. The word “urgency” just leaves a bad taste on the tongue.

Again, I’m reading your post as if it were general advice. And as a general reader, this idea of creating a sense of urgency in the work place seems to straddle the idea of creating a sense of importunateness.

My point was that many many companies have that sense of urgency and still fail. So it seems like a sense of urgency is not a means for success on the whole.

Reminds me of college football a bit. When I watch college ball, I get the feeling that the guys on the field WANT to win. When I watch pro football, I get the feeling that more of those guys don't want to win with the same passion that college players want to win.

Those college players have a sense of urgency.

However, that sense of urgency seems different. Maybe it's because all the college ball players have a goals that are closer aligned than the pro players have. And maybe they have those goals that are closely alingned because most of them have that looming sense of urgency over their heads since they ALL are only in college for a limited time. Pro players have very different time frames and contracts so that their goals are probably not as closely aligned.

Now, the problem with that sense of urgency is that it creates a lot of unnecessary stress. You can align your goals and achieve the same feat in pro ball and in a business as you can with college ball. You can get to the same level of passion/motivation/want-to without that boss-fabricated sense of looming urgency.

Using the tactic of "urgency" seems rather counterproductive and out of context for a business model. Of course, "urgency" is not the same as "responsiveness". The word "urgency" just leaves a bad taste on the tongue.

Again, I'm reading your post as if it were general advice. And as a general reader, this idea of creating a sense of urgency in the work place seems to straddle the idea of creating a sense of importunateness.

As I read through all of the posts above my own, I noticed a few common denominators. Most of the people who are advocating urgency and such seem to revolve around being passionate. Now, that’s all good and well, but as you probably already know, just because our boss is passionate about something and wants it done urgently doesn’t mean that we, the people below the boss, share the same mindset. In fact, in most cases we should NOT share the same mindset as we often do not share the same goals.

Yes, we want to deliver a product in good time, but NO we do not want to break our back rushing through it because the boss thinks we should. And we especially do NOT want to “walk faster” because the boss thinks it’s beneficial – seriously.

As a manager of other peoples time and efforts, have you discussed your strategy with the people it would directly effect? What are their thoughts?

“More often than not, small companies have a sense of urgency. Why? Because their very survival is at stake.”

THIS, is an incorrect statement. Those companies don’t survive BECAUSE their survival is at stake. I imagine that 90%, if not more, of the companies whose survival is at stake fail anyway. So, the fact that your survival is at stake does not mean you will survive.

I do like your idea of being outcome driven rather than task driven.

All in all, your advice, if given to an appropriate party seems OK and maybe beneficial in some sense – I’m hoping this advice is meant for a manager whose sole purpose is to make small through medium sized decisions quickly.

Just to clear up my standpoint, I read this post as if it were “general advice” and not only directed at managerial decision making and paper shuffling positions in publishing companies. From this standpoint, it’s possible that I might have misinterpreted your advice.

As I read through all of the posts above my own, I noticed a few common denominators. Most of the people who are advocating urgency and such seem to revolve around being passionate. Now, that's all good and well, but as you probably already know, just because our boss is passionate about something and wants it done urgently doesn't mean that we, the people below the boss, share the same mindset. In fact, in most cases we should NOT share the same mindset as we often do not share the same goals.

Yes, we want to deliver a product in good time, but NO we do not want to break our back rushing through it because the boss thinks we should. And we especially do NOT want to "walk faster" because the boss thinks it's beneficial – seriously.

As a manager of other peoples time and efforts, have you discussed your strategy with the people it would directly effect? What are their thoughts?

"More often than not, small companies have a sense of urgency. Why? Because their very survival is at stake."

THIS, is an incorrect statement. Those companies don't survive BECAUSE their survival is at stake. I imagine that 90%, if not more, of the companies whose survival is at stake fail anyway. So, the fact that your survival is at stake does not mean you will survive.

I do like your idea of being outcome driven rather than task driven.

All in all, your advice, if given to an appropriate party seems OK and maybe beneficial in some sense – I'm hoping this advice is meant for a manager whose sole purpose is to make small through medium sized decisions quickly.

Just to clear up my standpoint, I read this post as if it were "general advice" and not only directed at managerial decision making and paper shuffling positions in publishing companies. From this standpoint, it's possible that I might have misinterpreted your advice.

This kind of American way of work only stress people, there are better ways to work more efficiently with less stress.

This kind of American way of work only stress people, there are better ways to work more efficiently with less stress.