When facing tight deadlines, it's important to differentiate between urgent and important tasks. Urgent tasks require immediate attention but may not significantly contribute to long-term goals. Important tasks are aligned with key objectives but may not need immediate action. Prioritize tasks that are both urgent and important, and then focus on important but not urgent tasks. This helps avoid constantly reacting to urgent but less significant matters, which can hinder progress on more important projects.

One lesser-known approach to distinguishing urgency from importance is the "Impact-Feasibility Matrix." This involves mapping tasks not only by their urgency but also by their potential impact and feasibility. For example, a task may seem urgent but has low impact and high feasibility, meaning it can be delegated or delayed without much consequence. Conversely, tasks with high impact and low feasibility should be prioritized and tackled directly. By visualizing tasks in this matrix, you gain a clearer perspective on what truly requires your immediate attention and what can be managed more flexibly.

Here's a simple method to help prioritize: 1. Urgent and Important: Tasks that require immediate attention and have significant consequences. These should be addressed first (e.g., meeting a deadline for a critical project). 2. Important but Not Urgent: Tasks that are significant for long-term goals but don't need immediate action. Schedule time to work on these to avoid them becoming urgent (e.g., planning for future projects, personal development). 3. Urgent but Not Important: Tasks that require immediate action but are less critical. Delegate these if possible (e.g., minor requests or interruptions). 4.Neither Urgent nor Important: Tasks that are low-priority and can often be eliminated or postponed (e.g., browsing social media).

I start by distinguishing between urgency and importance. Assessing deadlines is crucial; tasks with the nearest deadlines get priority. I then consider task complexity, tackling more challenging tasks when my energy and focus are at their peak. Resource availability also plays a role; I prioritize tasks that have all necessary materials and support ready. Personal efficiency is key—I know when I work best and schedule my toughest tasks for those times. Lastly, I delegate when possible and collaborate with colleagues to share the load and gain different perspectives. From my experience, creating a detailed plan and regularly reassessing priorities helps manage the workload effectively.

Eat the Frog First My simple solution is always to check and see what is urgent and extremely difficult to finish. Rather than relying heavily on Importance weigh it what is most difficult to do, finish that first. If you do that first believe me it will be a smooth sail after that as you will feel lighter and lighter

No one does it like you do it, and when you have to crank it up a notch and burn the candle at both ends, you've got to be on top your game! Sometimes it's not under your control when you have to turn it on, so you've got to be ready to mash out a stack of work under pressure. I find that having a small routine before going into deep work is key to get into the mindset of doing work under pressure and with short deadlines. For example, a small stretching routine and then a coffee immediately afterwards while I organize the work, and then when the caffeine hits, turn the music on and really jump into the meat of the work. Getting mentally prepared before starting the fight, is just as important as the full-on battle!

Delegation is an investment and it's easier said than done. However, you can expect it to pay exponential dividends when you're under pressure for deadlines. The investment part means that many times delegation means that you must invest your own time to make sure that the person(s) that you delegate to are well prepared to take on the tasks that are assigned to them. If you can invest your time, and train your people to handle a diverse set of tasks, that time will pay off when the pressure is on. Now, a very important part of delegating under pressure is making sure that there is appropriate incentives to work harder when it's necessary. Creating incentives and rewarding hard work is a crucial part of being a good delegator.