Latest / Ambitious Podcast / EP.105: How High-Level Entrepreneurs Triage & Prioritize Their To-Do Lists | The Ambitious Podcast

Transcript

EP.105: How High-Level Entrepreneurs Triage & Prioritize Their To-Do Lists | The Ambitious Podcast · Ambitious Podcast

• 0:00
  Everything feels like it needs you right now.
• 0:02
  I feel like I need more than one of me to get everything done.
• 0:05
  You most likely are creating urgency and things that are not
• 0:09
  actually urgent. You have to have that honest
• 0:12
  conversation with yourself. Hey emotion.
• 0:15
  Hey fires of the day. Hey team Slack, e-mail, social
• 0:19
  media. Why don't you determine what I
• 0:20
  do today and we'll see where we end up tomorrow.
• 0:24
  The reason you're scrolling through your phone and you just
• 0:27
  get sucked into this vortex of social media is because you are
• 0:30
  in deep avoidance. You know what you need to be
• 0:31
  doing. You are the owner and the
• 0:33
  operator of your business. How many hours you work is not
• 0:36
  actually important to me as what you're doing with those hours.
• 0:39
  Hello and welcome back to Ambitious.
• 0:41
  Today we are talking all things triaging and as I say that you
• 0:46
  might think what the heck is triaging?
• 0:48
  What does that mean for me and for my business and how I want
• 0:50
  you to think about today's topic and today's episode is that
• 0:54
  we're going to really unpack what it means to properly in
• 0:58
  ACEO fashion that is rooted in scaling strategy, actually look
• 1:04
  at A to do list, a list of the ideas you have, the things that
• 1:08
  you have to do today, the things that you kind of want to get
• 1:11
  started on that are maybe happening in three months, six
• 1:13
  months or potentially that thing that came up today that you were
• 1:17
  not expecting. And how do we sort all of these
• 1:20
  things on this list to know what to do first, second, third, and
• 1:23
  also what just should we be completely killing off of the
• 1:26
  list? So I use the word triaging, you
• 1:30
  know, with anyone that I talk to, it's a business owner, but
• 1:32
  also with my clients because triaging, I typically explain it
• 1:37
  to them in this analogy, when we are in business, it feels like a
• 1:43
  emergency room. Everything feels like it needs
• 1:46
  you right now. And it doesn't really matter
• 1:48
  what The thing is. You might need to get a post up
• 1:50
  on social media today. You might need to get something
• 1:53
  over to a team member that's also due today or tomorrow.
• 1:56
  But then you have a client who surprises you and it feels like,
• 1:59
  Oh my gosh, all these things need my time, my energy, my
• 2:03
  attention. I feel like I need more than one
• 2:05
  of me to get everything done. And typically people think that
• 2:11
  when they feel this way on going within their business that the
• 2:13
  issue is that they just have too big of A to do list.
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  There's just too much to do. I just need more time.
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  Or that there's just too many things on the To Do List in
• 2:22
  general. And the reality is that 9 times
• 2:24
  at a time, the real issue that people have is not the volume of
• 2:28
  things that need to be done. It's not that there are things
• 2:30
  that need to be done. It's the fact that in your
• 2:33
  brain, in your current processing, in your current
• 2:36
  filter, they are all filtering is equally important.
• 2:39
  So the word triage is stemmed from even in the most intense
• 2:44
  situations, that of an emergency room, right?
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  You've got the person who comes in with a broken arm, You've got
• 2:50
  the person who comes in with a head wound and you've got the
• 2:54
  person who comes in and says, you know, I'm having weird
• 2:58
  tingling in my, in my feet, right?
• 3:00
  Well, if you have these three people that come in, there is a
• 3:03
  hierarchy even in the emergency room of what happens first,
• 3:06
  second, third and who takes priority.
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  So I want you to think about that the same way for your
• 3:11
  business. Your business is going to feel
• 3:14
  most days like an emergency room, meaning there are lots of
• 3:17
  things that need to happen and a lot of people that need us, our
• 3:20
  time, our attention, and a lot of tasks that need to be
• 3:23
  completed. But even in the most extreme
• 3:26
  situations and seasons in business, there still is a
• 3:29
  hierarchy, and that is where triaging comes in.
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  So what really good triaging is going to do or why today is
• 3:45
  really an important thing for you to master as a skill.
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  Number one, it is one of the crucial things that's going to
• 3:50
  impact your energy. So people often times get
• 3:53
  really, really sucked up energy and as a result very drained
• 3:57
  because they're spending the battery that they do have on
• 4:00
  things that are not productive. So an analogy I want you to
• 4:03
  think of is if you have 30% left on your phone battery or even
• 4:07
  closer to dead, 10% left on your phone battery.
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  You and I both know that nine times out of 10, you're going to
• 4:15
  close out all the apps, you're going to close out your extra
• 4:18
  browsers, you're going to put it on low battery mode, you're
• 4:20
  going to conserve energy. So one of the things that's also
• 4:24
  important is in these high pressure moments in our
• 4:27
  business, we have to know how to conserve our energy and put it
• 4:30
  in the right places. It also, which is the sexy part
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  for most business owners, is that it really does protect your
• 4:37
  revenue. It helps you to understand what
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  should I be focusing on and why? One of the questions I ask a lot
• 4:44
  of business owners is if I asked you what are your top three
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  needle movers today, what are they?
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  And most people don't know the answer to that question or if
• 4:54
  they do look to answer, they typically just give a guess.
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  They don't really know why those things are their needle movers
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  or how are they moving the needle in the business.
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  They just kind of feel like I think that's the right answer.
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  And so if you don't know the top three needle movers in your
• 5:10
  business, it's not surprising that you're not seeing your
• 5:13
  revenue grow. And that's really because you
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  are spending your time and energy on things that don't grow
• 5:18
  the business. And So what it leads to is you
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  feeling super, super busy, but not really doing anything in the
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  sense of growth. It also, by the way, is going to
• 5:25
  massively help your team and massively help your clients
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  because your team also relies on you as a leader, as the head of
• 5:35
  your business. Whether you are a consulting
• 5:37
  business, service based business, an agency, there are
• 5:40
  most likely in some fashions, someone who relies on you,
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  whether it's a one off project that you're working on or maybe
• 5:47
  an ongoing team member, it doesn't really matter.
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  There's people that rely on your ability to sort information.
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  So for example, if I have really, really bad
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  prioritization and knowing OK, like we're gonna kill this,
• 6:01
  we're gonna do this. Like if I don't have that
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  ability to make intentional and frankly in the moment decisions
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  to say OK, in this moment with all these pressures that are
• 6:13
  happening, that's gotta go. That moves to the front.
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  If I can't sort in real time, it'll also Domino's.
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  And it means that my team might be spending time on things that,
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  again, can keep them busy, can fill up their week even, but it
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  might not move the needle in any way within the business.
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  And so it's really important to know not just for yourself to
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  protect your energy, but also to protect your revenue and to
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  protect your team and the resources and the time that they
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  have. We have to do this in a really
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  intentional way. So without it, as I said, you're
• 6:41
  going to feel like you're doing a lot of hours and nothing's
• 6:44
  moving the needle. When I started to think about
• 6:46
  the things I hear from clients, one of the most common things I
• 6:49
  hear is that I feel very reactive in my business.
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  I feel like I am just like whack A mole type of situation.
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  I'm just like, this comes up. I'm like, boom, we're going to
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  put that out next. This comes up, boom, we'll put
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  that out. And yes, in business there's
• 7:03
  going to be fires. So things are going to happen
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  every single day, nine times at a time.
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  But you maybe didn't predict a long message.
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  You weren't originally having time to dive into an ask of a
• 7:14
  client that maybe you hadn't allocated time for.
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  So these things do happen, but you're very reactive.
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  And so it as a result means the feeling we're left with at the
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  end of a given day, a week, a month, 1/4.
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  And honestly, for some people even a year is you'll look back
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  and be like, I feel like I got so sucked into Slack messages
• 7:38
  and emails and you know, these things that were put on me as
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  like, I need this now. I need this now, but when I look
• 7:45
  back on it, I feel like I didn't really move the needle on the
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  important stuff that really mattered to me and that frankly
• 7:49
  matters to the business. And so as a result, what it
• 7:53
  means is that the first thing that we have to actually do is
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  adjust our perspective because I think a lot of business owners
• 8:01
  and you may resonate with this, you're like, I want a strategy,
• 8:04
  just give me a strategy. And listen, I'm going to give
• 8:06
  you a strategy today. So don't feel like this is just
• 8:09
  going to be a high level discussion.
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  I'm going to give you a tactical exercise that you can do to
• 8:13
  triage your To Do List at any given moment.
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  So no question, we're going to be giving you some steps.
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  But the thing that I think is really important is that the
• 8:22
  strategy is only as effective as the person who's using it.
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  So what I want you to think about is your perspective is
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  going to be the starting point from how you see your business,
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  how you see the situation. So I can give you the strategies
• 8:39
  of the tactical things to do. But if you still see your
• 8:43
  business and have this perspective that everything is
• 8:46
  equal, everything needs to be done today, everything is
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  equally important and you feel like everything is 911.
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  If you are the owner of that emergency room and you don't see
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  that there is a hierarchy or you can't in the moment identify
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  that that that exists, you don't have a fighting chance of
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  integrating the strategy to sort that room.
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  And that is because it starts with your perspective of your
• 9:12
  business first before you ever think about the specific process
• 9:16
  of how to do it. So I want you to kind of think
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  about these four lenses, OK. So when we talk about triaging,
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  you really ultimately have to understand, do you know how to
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  decide what matters? And I want to give you 4
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  different lenses to think about when you just even think about
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  your overall To Do List, right or the things that you're
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  navigating right now. One of the things that people
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  don't ask themselves enough is impact, which is what is the
• 9:42
  actual impact of this thing that I need to do?
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  And it sounds silly because you think, well, of course I know
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  the impact, right? But in the moment you're not
• 9:52
  thinking about it. So I've had people who they say
• 9:55
  to me, OK, Kate, I'm thinking, you know, this week I really
• 9:58
  want to create a quiz funnel. Great.
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  I love a quiz funnel. I'm happy to dive in and make a
• 10:04
  quiz funnel. But I said, OK, quick question
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  before we dive into making this quiz funnel, why are like,
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  what's what's the purpose of this?
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  Like, why are we making this? And it was like, oh, you know,
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  because eight months from now I really want to be able to do
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  XYZ. OK, great.
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  So like now we have clarity of the impact.
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  But then I checked in to see, does this make sense in the
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  other things that would impact the business?
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  So what are the things on your list today other than this quiz
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  funnel that you want to build that I want to kind of assess
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  with this person's business? What impact would those have?
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  And so I came to find out that this individual was really
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  excited about building this funnel.
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  And listen, I get it. I have ideas as much as the next
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  person of something that I want to do.
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  And it's like no one can tell me otherwise.
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  I'm just so I'm so psyched about it.
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  But when I asked, you know, out of curiosity, how are your
• 10:55
  marketing and sales going? And it was like, yeah, I haven't
• 11:01
  been super consistent. And I'm like, OK, so we're
• 11:04
  focusing on something that's going to create impact 8 months
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  from now when the thing that we need to see momentum and we need
• 11:11
  to see impact in today is generating leads for you and
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  making sure that they're closing at a high rate.
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  So I think, and I kind of gently was like, hey, when we think
• 11:22
  about the impact of where you need to see impact, it's not 8
• 11:25
  months from now, it's today. So the first thing I want you to
• 11:29
  to ask yourself is when you're looking at all these things you
• 11:31
  need to do today or even this month, what are the impact of
• 11:35
  those things? And are they a short term
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  impact? Are they a long term impact?
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  Do they impact revenue? Are they going to impact
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  retention? Meaning, you know this, if I do
• 11:44
  this today will greatly increase the likeliness of how many of my
• 11:48
  clients renew with me, OK, do they do something in regards to
• 11:53
  if I don't do this task, my reputation will be on the line.
• 11:57
  OK, great. Like that's something that
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  obviously we we care about. So we need to know what's the
• 12:02
  impact to existing clients? What's the impact of this when
• 12:05
  it comes to revenue? What is the actual domino of why
• 12:09
  this task or this project is so important and so crucial to you?
• 12:13
  And again, if you can't label that, if you can't really know
• 12:18
  what the impact is, it's probably not something you need
• 12:20
  to be doing today. So I want you to 1st just ask
• 12:23
  yourself like in the perspective of like, do I even know why I'm
• 12:26
  doing this? Meaning what the impact of it
• 12:28
  is? 2 is urgency.
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  So I often ask myself, what is the real consequence if I wasn't
• 12:39
  to do this today? Or what is the real consequence
• 12:42
  if I wasn't to do that this week or even this month?
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  And in some bigger strategy plans, sometimes we're getting
• 12:49
  into the bucket of what would happen if I didn't do that this
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  year. What would what if that just
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  wasn't a priority for me this year?
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  And so I think it's asking yourself, what is the real
• 12:57
  urgency? Now here is the the wake up
• 13:02
  call, OK, You most likely are creating urgency and things that
• 13:08
  are not actually urgent. And that often happens.
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  Again, back to perspective, because we are so emotionally
• 13:17
  invested in seeing XYZ happen. So we bumped this to the top of
• 13:21
  our list and we go, yes, this needs to get done this week.
• 13:24
  This needs to get done today. And we have this deadline on
• 13:26
  things and that's fine. But you have to be very honest
• 13:30
  with yourself, which is why we start with impact.
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  If we know the impact of this, does this really need to get
• 13:35
  done today? Or are you just kind of
• 13:37
  emotionally invested in this getting done today because
• 13:40
  something truly being urgent in your business because the
• 13:43
  business demands it is not the same thing as something being
• 13:46
  urgent just because you feel like this needs to get done
• 13:49
  today. And not distinction for a lot of
• 13:52
  business owners is the difference of whether your
• 13:54
  business will scale. You have to have that honest
• 13:57
  conversation with yourself of is this truly urgent or is this me
• 14:02
  creating urgency? And you know, it's not always a
• 14:06
  fun answer because sometimes it means that the thing that you're
• 14:09
  creating urgency around is not going to get done because it's
• 14:12
  not really a truly urgent task or project.
• 14:14
  You're just making it one. Now, the other thing that I ask
• 14:18
  is energetically, what does this require to get done?
• 14:23
  So energetically, does this require a, you know, high
• 14:27
  functioning CEO brain? Is this something that I can do
• 14:31
  with my eyes closed or is this kind of a low energy task or a
• 14:36
  low energy project? Meaning it's something that
• 14:39
  doesn't require a lot of brain power.
• 14:40
  It's something that doesn't require potentially a lot of
• 14:43
  intricate problem solving. It's very easy.
• 14:47
  It's simple to do, versus it's something that's more
• 14:50
  complicated where I need to be more focused and I need to have
• 14:53
  more intentional streamlining of building it out and making it
• 14:57
  happen. So I do look at the energetic
• 14:59
  aspect of it because the other thing is you may be going into
• 15:03
  tasks that require you to have high energy when you are
• 15:07
  ultimately in a low energy state or you are trying to complete
• 15:12
  this new big exciting project for something you want to do
• 15:15
  next year at the end of a day after being on meetings for five
• 15:19
  hours. So we do need to be very
• 15:21
  cognizant as well of what energy does something require from us.
• 15:26
  And can we be smarter about where and when we put that
• 15:30
  energy into that task or into that project to most importantly
• 15:34
  give it the ability to succeed. Because sometimes we're
• 15:39
  scrapping work together because we are not actually giving the
• 15:43
  task or the project the time that it deserves or the energy
• 15:46
  that it deserves. And so we also need to be very
• 15:49
  cognizant of what does it require for me to do this, not
• 15:52
  just to complete it, but to do it well.
• 15:54
  The other thing is, is this in and this is like the most foofy
• 15:58
  word I'm going to use, but I'll explain is it in alignment?
• 16:01
  OK. And I use this word very
• 16:02
  sparingly within business because I know it's tossed
• 16:04
  around of like be aligned in your business, be more in
• 16:07
  alignment, right? There's a lot of a lot of
• 16:09
  alignment language that's thrown out, but one of the things that
• 16:13
  we do is when we are coaching a scaling business, we will often
• 16:17
  have them establish what their North Star is.
• 16:19
  So basically what is the thing that they are looking to do or
• 16:23
  to achieve? That really becomes like almost,
• 16:25
  I want you to think about it like your anchor.
• 16:28
  You're looking to have this big thing that everything needs to
• 16:31
  align with it. So if it doesn't fit within the
• 16:33
  path to the North Star, it's probably not something that's a
• 16:36
  priority. So the question of alignment is
• 16:40
  important because you really need to have clarity of what are
• 16:43
  you even looking to do this year?
• 16:44
  What even is your purpose, your focus, your function?
• 16:47
  And with that, does this actually align as a function or
• 16:52
  as a task with what you say your focus is this year?
• 16:56
  So as an example, if my focus this year is that I am really
• 17:01
  heavily focusing on, let's just say, visibility.
• 17:05
  Well, if I'm really focusing on visibility, that's fine.
• 17:07
  But then if the task that's taking up 95% of myself, my team
• 17:11
  and all of our resources and energy is not correlated to
• 17:14
  visibility, do we think that visibility or that this task is
• 17:18
  a smart task to focus on? No, because it means that it's
• 17:22
  not even going to help us with the goals that we have this
• 17:24
  year. It just is something that is
• 17:26
  fun, that's exciting, that feels it, you know, activating to
• 17:31
  spend our time on. So we have to have these hard
• 17:35
  conversations with ourselves. And if I could put it candidly,
• 17:38
  you having the ability to, if I could just say directly check
• 17:44
  yourself in moment to moment or in month to month is such a
• 17:48
  crucial skill because it means that you don't have to have
• 17:53
  someone from the outside say, hey, this doesn't feel like it's
• 17:55
  an alignment or hey, this feels like it's not going to have any
• 17:58
  impact. You as the owner of your
• 18:00
  business have to be the person who can have that tough
• 18:02
  conversation with yourself. And it is a skill.
• 18:05
  I want to say this is not something you're like born with.
• 18:07
  This is a skill. It's something you have to flex.
• 18:09
  It's a muscle and the most successful business owners that
• 18:14
  I work with have the ability to really put blinders on to really
• 18:18
  know, okay, I know this is going to have a big impact.
• 18:21
  I know what's urgent, what's not.
• 18:23
  I know what this requires for me energetically.
• 18:25
  And so I schedule myself accordingly and I know whether
• 18:28
  this thing that I'm excited about is actually in alignment
• 18:31
  with our North Star and where we're going.
• 18:33
  And so they have these conversations with themselves,
• 18:35
  which is what allows them to be so productive.
• 18:38
  It's not because they have less ideas than anybody else.
• 18:41
  It's not because they have less, you know, fires or to do lists
• 18:44
  that are smaller. It's just the fact that they can
• 18:47
  triage better than most people. And that's because they're
• 18:50
  really intentional with auditing themselves to see what's
• 18:55
  required. So you are typically not going
• 18:58
  to be overwhelmed because there's genuinely too much to
• 19:01
  do. It is because you're you're
• 19:03
  overwhelmed really because everything in your mind is
• 19:07
  equally weighted. So if you think about all the
• 19:11
  tasks that you have, you see them as equal, meaning they all
• 19:14
  need to get done today, they all need to get done this week.
• 19:17
  There's not really a proper triaging happening.
• 19:20
  And so this is usually what causes fires to go off in
• 19:23
  someone's business or frankly, what caps their growth.
• 19:26
  So when we think about, and I, I audit businesses all the time to
• 19:30
  look at what they're doing and why they're doing it and what
• 19:32
  they're focusing on. And the, the other thing I, I'm
• 19:37
  noticing are kind of some core, I would say common, very, very
• 19:40
  common mistakes that you might resonate with that maybe you're
• 19:43
  doing in your business right now.
• 19:45
  So the first is treating ideas as a task.
• 19:50
  Man, Oh man, this is one of the biggest pieces because we are
• 19:55
  naturally as entrepreneurs, we're creative individuals.
• 19:58
  OK, So you are probably, if you're anything like me, you're
• 20:01
  probably up at late at night and you're like, Oh my God, I have
• 20:03
  this idea for like a click up project that I want to do.
• 20:06
  And then the next moment you're like, I think I'm going to do an
• 20:10
  event in the next moment. You're like, I'm going to start
• 20:12
  a podcast in the next moment. It's like I have an idea for a
• 20:15
  post. Like your brain is just like all
• 20:18
  the time, constant noise constant.
• 20:20
  Messages and I love that. I love that part of our brains,
• 20:25
  but if you don't harness it, every single thing that goes
• 20:29
  through your brain, you're going to be like, got to take action
• 20:31
  on that, Got to take action on that.
• 20:33
  No, what we need to do is recognize that just because you
• 20:38
  have an idea does not mean that you should be executing it or
• 20:42
  acting on it. So one of the biggest mistakes
• 20:46
  is people will have this light bulb and that light bulb very
• 20:49
  quickly becomes a task on their To Do List versus something that
• 20:54
  they have. And what we would consider to be
• 20:55
  like a parking lot, which is basically it's not on today's
• 20:59
  list, it's not on today's To Do List.
• 21:01
  It's on a list of ideas we have that could help us to grow the
• 21:04
  business. And when it comes time for us to
• 21:08
  add in another project or add in something new to do, we will
• 21:12
  then go to that list, the list of new funnels, start a podcast,
• 21:16
  run an event, redo our branding, update our click up, add the
• 21:20
  system. You will go to that list.
• 21:23
  When you therefore allocate capacity to do it.
• 21:27
  Instead, what most people do is they have an idea, they take
• 21:31
  that idea immediately. Make it a task and that task
• 21:35
  bloats their To Do List. And so before you know it, all
• 21:39
  your ideas of your beautiful creative brain are now on this
• 21:43
  massive To Do List of 75 things. And you think, how the heck am I
• 21:46
  getting time to do all this? That's because you are treating
• 21:50
  the beautiful ideas that you have as an instant project or an
• 21:54
  instant task. Instead of allowing those ideas
• 21:58
  to sit for a moment and say, OK, does that actually make sense
• 22:02
  for me to execute right now? Does that make sense for me to
• 22:05
  press go on. And it may, but it also may not.
• 22:08
  And so this is where the strategy I'll teach you today
• 22:10
  will help you to sort that information.
• 22:13
  The other thing is to, as I was saying, we're very emotionally
• 22:16
  attached to our goals. I see a lot of people who
• 22:19
  prioritize based on their emotional tie to the project,
• 22:22
  not based off of the impact of the project itself or of the
• 22:25
  task. So you do the thing that feels
• 22:29
  easiest or fastest or like potentially even the thing that
• 22:33
  you're very excited to dive into, but you're not necessarily
• 22:38
  focusing on the thing that actually matters in moving the
• 22:41
  needle in the business. So This is why we really need to
• 22:46
  separate the facts from the feelings and have strategies to
• 22:50
  help us sort. Because if we're just using our
• 22:52
  emotion to sort, your business will take the same roller
• 22:56
  coaster that your emotions are when it comes to your To Do
• 22:59
  List. So we want to make sure that
• 23:04
  you're not spending your energy and making decisions strictly
• 23:08
  out of emotion when really those are just things you're excited
• 23:11
  about. They're not necessarily moving
• 23:12
  the needle. The other thing, which I will
• 23:16
  say is huge, is that you are planning from the middle instead
• 23:22
  of the outcome. This one is so important, OK,
• 23:27
  You are planning from the middle, not from the outcome.
• 23:30
  And I'm going to give you an example.
• 23:32
  You log into your business, you start for the day and you're
• 23:36
  like, OK, great. We're going to dive in.
• 23:38
  And before you know it, you are saying to yourself, OK, So what
• 23:41
  am I going to do today? If you wake up and you dive into
• 23:46
  your business and you ask yourself, what am I going to do
• 23:50
  today, that means that you are doing this exact thing I'm
• 23:55
  describing day in, day out. Instead, the real thing that you
• 24:00
  should be doing every day should already be predetermined when
• 24:06
  you wake up because you should already know where you want to
• 24:10
  go. So if you don't know what you're
• 24:13
  doing today, it's often because you don't know where you're
• 24:16
  looking to be by the end of the week.
• 24:18
  You don't know where you're looking to be by the end of the
• 24:20
  month, by the end of the quarter, or maybe even by the
• 24:22
  end of the year. And so when you lack that
• 24:25
  clarity of where am I going, I want you to think about this as
• 24:29
  like, you get in your car and you without having a destination
• 24:35
  or like, OK, like where should we take a drive to today?
• 24:37
  There's no real rhyme or reason. You're just driving to put the
• 24:41
  windows down, you know, take in the fresh air.
• 24:44
  Now that's amazing. I love that for you.
• 24:47
  But also, will you get where you want to go?
• 24:49
  No, you're not going to get to your goal because you're not
• 24:53
  even following any kind of intention of I need to get to
• 24:57
  this street, to get to this highway, to get to this exit, to
• 25:01
  get to this street, to get to my destination.
• 25:04
  So we ask ourselves, OK, well, what am I going to do today?
• 25:08
  That to me is basically saying, hey, emotion, hey, fires of the
• 25:12
  day, hey team Slack, e-mail, social media.
• 25:15
  Why don't you determine what I do today and we'll see where we
• 25:19
  end up tomorrow. This is where you get to put
• 25:22
  yourself back in the driver's seat.
• 25:24
  You get to say, OK, tomorrow, I want you to think about
• 25:28
  tomorrow. What are you doing tomorrow in
• 25:30
  your business? So think of that list and you
• 25:35
  might think, OK, well, I have the standard stuff.
• 25:36
  I always do. I put up a social media post.
• 25:38
  I, you know, answer clients, OK, Outside that, outside of those
• 25:43
  recurring tasks, what are you doing tomorrow in the business?
• 25:47
  And if as I say that you go, I don't know this is what I'm
• 25:53
  talking about. We need to have outside of
• 25:56
  recurring daily tasks that are considered to be the maintenance
• 26:00
  of your machine of your business.
• 26:02
  You should already know what you're doing this week as your
• 26:05
  projects that move the needle in your business and you should
• 26:08
  have already reverse engineered what are the steps you need to
• 26:11
  take. So if I, I'll give you an
• 26:13
  example. Right now I'm starting a second
• 26:15
  business and so I'm typically working on that business after
• 26:20
  hours after my existing coaching consulting business.
• 26:23
  So when I finish, there's no lack of clarity of what I need
• 26:27
  to do. I'm very clear and I have to
• 26:29
  reverse engineer. What do I need to do for
• 26:32
  example, in the next day or in the next week to get what I need
• 26:38
  to a team member to have her start building things that will
• 26:42
  give us something that we need built for January, right?
• 26:45
  So there's a reverse engineering that needs to happen and seeing
• 26:49
  those milestones or steps to the ultimate goal.
• 26:52
  So you want to make sure that you are not starting projects
• 26:56
  from the middle, meaning that you don't really have a end
• 26:59
  outcome that you're kind of just like we'll start here and you
• 27:01
  press go. The other thing is miss using a
• 27:06
  calendar. So I know that a lot of us type
• 27:09
  A, you know, I don't want to say freaks, but maybe type tape a
• 27:14
  individuals like me. You over pack your day and you
• 27:20
  have a tendency that even if you use your calendar, you might be
• 27:23
  really over bloating your calendar with all of these
• 27:26
  tasks, all of these responsibilities and you in a
• 27:29
  day expect yourself to get 10-15 different things done.
• 27:33
  But then by the end of the day, you don't get them done.
• 27:35
  And so you end up in this spiral of wait a minute, I feel like it
• 27:40
  wasn't productive at all. When really it's not that you
• 27:43
  weren't productive. It was actually that you were
• 27:46
  productive. You just had 10 things when you
• 27:47
  should have had three. So there is a notorious problem
• 27:53
  with people who use their calendar.
• 27:56
  And I have, you know, clients that they're like, I put
• 27:58
  everything on my calendar. It's like a military calendar,
• 28:00
  like it is dialed, but I say, where's your time in there to
• 28:03
  answer your DMS? Where's your time in there to do
• 28:05
  admit? Where's your time in there to do
• 28:07
  Slack? Where's your time in there to do
• 28:09
  XYZ? 9 times out of 10, all of those
• 28:12
  recurring tasks are not in there.
• 28:15
  So then they start to think, why am I not being productive?
• 28:17
  Well, that's because on your calendar, you work 5 hours a
• 28:20
  day, but realistically you're working closer to 9 or 10
• 28:24
  because there's a ton of stuff that you do that's not even on
• 28:27
  this calendar in the first place.
• 28:29
  So you also want to be intentional that if you are
• 28:31
  someone very visual and you like to use your calendar, you like
• 28:35
  to use, you know, to do lists that you're also very conscious
• 28:39
  of is your actual true reality of your life and of your tasks,
• 28:45
  is that actually on your calendar?
• 28:47
  Can you really see that? Is that truly represented?
• 28:50
  Because this was something I made a mistake of for a long
• 28:52
  time was I had, you know, all my calendar is color blocked.
• 28:58
  I've got, you know, start of my day, stop of my day, all of it.
• 29:00
  And I remember thinking, Oh my God, I have all this open space.
• 29:04
  Yes, but I didn't have my lunch in there.
• 29:06
  I didn't have a workout in there.
• 29:08
  I didn't have walking my dogs in there.
• 29:10
  I didn't have a lot of stuff that I do every single day.
• 29:14
  So if that's the case, I need to have those things in my calendar
• 29:19
  because otherwise, no wonder I'm feeling like I have no time.
• 29:22
  I am fact working with half the time that I think I am and so
• 29:26
  when I see all this open space on my calendar every time it
• 29:29
  would just like trigger me to be like why am I not getting more
• 29:32
  done? Why am I not getting more done?
• 29:34
  Because the reality is your calendar doesn't even fully
• 29:36
  represent your life. So make sure as well, if you are
• 29:39
  a calendar person like me, that you were actually using this to
• 29:43
  be a true representation of your life and the reality you're
• 29:46
  experiencing. So I want to teach you how to
• 29:50
  overcome this. OK, so I'm going to teach you
• 29:51
  the triage plan. I want to 1st preface and give
• 29:54
  credit always where credit is due.
• 29:56
  This strategy that I'm going to be teaching you is not something
• 30:00
  that I created. It is something that has
• 30:02
  massively supported me, but it's not something that I have
• 30:04
  created. This is actually what's called
• 30:06
  the Eisenhower Matrix. This is something if you want to
• 30:09
  nerd out on this that you absolutely can online.
• 30:12
  I'm going to simplify it in like grade five language for you so
• 30:17
  that it makes it really, really easy to integrate so that if you
• 30:20
  want to take your To Do List or the things that you're trying to
• 30:23
  tackle after today and go do this, you can.
• 30:26
  The basic essence of this Eisenhower Matrix is that is
• 30:32
  basically a simple way to sort all your tasks, all your
• 30:35
  projects by urgency, but also their importance.
• 30:40
  So there's a time aspect, meaning do I have to get this
• 30:42
  done today, tomorrow, But there's also what is this going
• 30:45
  to do for me and for my business that's also on the line.
• 30:49
  So it kind of considers both those lenses and sides
• 30:52
  simultaneously. But there is a way that most
• 30:57
  people when they see this strategy get very overwhelmed
• 31:01
  because they think, OK, like this is a lot to take in.
• 31:03
  This is a lot to consider. And it kind of feels like it's
• 31:06
  more work than it is supportive. So I really, I consciously made
• 31:12
  some notes to be like, I want to help you to break this down
• 31:14
  super simplified. So this is something that I
• 31:17
  first want to break down the actual strategy of the
• 31:20
  Eisenhower matrix because this is something that is really a
• 31:24
  structure of four different quadrants, 4 different
• 31:28
  strategies or awarenesses that you have to have.
• 31:31
  Second, what I'm going to do is breakdown how to take those four
• 31:34
  pieces. And I'm going to give you a
• 31:35
  literal step by step of what to do every single day, every week,
• 31:40
  every month, anytime that you're feeling overwhelmed or you've
• 31:43
  got this big To Do List. And I also encourage you to make
• 31:45
  this a practice. You can take the steps I'm going
• 31:49
  to give you and literally triage your overwhelming feeling of
• 31:53
  your To Do List within a matter of like 5 to 10 minutes every
• 31:56
  single day using these steps. So let's start with a little bit
• 32:00
  of the eyes and in our matrix itself, I want you to think
• 32:03
  about it or visualize it as like a square that has four squares
• 32:08
  within it. OK, so it is 4 quadrants.
• 32:12
  It is a matrix. If you want and you're more of a
• 32:14
  visual person, you can absolutely, you know, search
• 32:17
  this up on Google and you will literally see the visual of what
• 32:20
  this looks like. But the first quadrant is really
• 32:23
  when something is important and it's urgent.
• 32:27
  OK. So I wanted to kind of outline
• 32:29
  how to think about this. It is really firefighting in
• 32:33
  your business, meaning a fire came up, this has to be dealt
• 32:36
  with now, it's urgent and it also is very important that we
• 32:39
  deal with it. So it is pressing happening
• 32:42
  today and it also is significant in its impact.
• 32:44
  That's what I consider to be firefighting things.
• 32:47
  So firefighting as well as pre-existing commitments that
• 32:51
  you have already made. So for example, launch deadlines
• 32:55
  would be considered definitely important and urgent.
• 32:58
  We've got client deliverables. If you told a client that you
• 33:01
  were going to get them something, you need to get them
• 33:03
  that thing because they are your existing already paying clients,
• 33:07
  which means there's a lot of importance and there's urgency
• 33:09
  because you said you'd give it to them.
• 33:11
  So it's reputation, brand, all of that on the line.
• 33:14
  Also, payroll, if you don't pay your team, they don't work.
• 33:18
  So you need to make sure that things like payroll or any of
• 33:22
  those come up. And also just emergencies.
• 33:25
  So for example, I had a client probably at this point is like 3
• 33:28
  years ago and when we were working together, they had a
• 33:33
  social media crisis kind of thing that happened.
• 33:36
  And they had somebody who had kind of gone to social media and
• 33:41
  said some very stern and aggressive things about them and
• 33:46
  their brand and all of us to say they were like, you know, we
• 33:50
  have XYZ going on. We've got calls today like I
• 33:52
  just can't deal with this. And I remember saying you can't
• 33:55
  not deal with this. This is like if I thought about
• 33:58
  the quadrants of anything that would be considered pressing and
• 34:02
  urgent, it is this. You need to deal with it right
• 34:05
  now because the emergency of someone you know, saying
• 34:09
  something on social or you know you not at least having a plan
• 34:13
  of how you want to respond or what you want to do and saying
• 34:16
  whatever. I'm just going to get on calls
• 34:17
  today. You do want to think about is
• 34:20
  there any impact and in fact there was impact.
• 34:23
  So we're glad that we took the time to address and talk to this
• 34:26
  person, etcetera who was the client.
• 34:29
  But it was a fire. If for example, you are an
• 34:32
  agency and a client's deliverables did not go out and
• 34:35
  you were supposed to publish something and you didn't publish
• 34:39
  it, you should be dropping what you're doing and getting that
• 34:42
  out because that was again a commitment and it's an
• 34:46
  emergency. It is important and it is urgent
• 34:49
  that you do that. Quadrant 2 is when something is
• 34:54
  important still, but it's not urgent.
• 34:57
  So I want you to think about this is like future things and
• 35:01
  growth oriented items, examples being you know, content planning
• 35:07
  systems, your sales process, building out a new strategy for
• 35:12
  next quarter. It is something that's
• 35:14
  important. I don't want to minimize that.
• 35:16
  It's not important, but it is something that is not urgent per
• 35:20
  SE. So if you're thinking about, OK,
• 35:22
  well I want to build up my marketing strategy for next
• 35:24
  month or this client's post, I was supposed to get out, didn't
• 35:28
  go out, what do you think you should be doing?
• 35:31
  We need to prioritize the client.
• 35:33
  So that's again where the aspect of urgency comes in.
• 35:35
  So two things can be important to you and can also be important
• 35:39
  to the business, but it doesn't necessarily mean that they're
• 35:42
  weighted equally when it comes to urgency.
• 35:44
  So how I want you to think about this is anything that you know
• 35:48
  has an impact on the business, it is important, but it's not
• 35:52
  urgent, meaning there's not really like a time sensitive
• 35:55
  nature to the task itself. OK.
• 35:57
  So with that, it's typically going to be items that are
• 36:00
  usually centered in the future or that they're connected
• 36:04
  indirectly in some way to the business's overall growth.
• 36:08
  Now Quadrant 3 is when something we're now getting into the not
• 36:12
  important two categories, OK, so not important and urgent.
• 36:17
  So you'll see a little bit of a theme here.
• 36:18
  We've got important and urgent, we've got important and non
• 36:22
  urgent, We've got not important and urgent and we've got not
• 36:27
  important and not urgent. So these really kind of repeat
• 36:29
  themselves and you're really every time asking yourself, is
• 36:33
  it important, is it urgent, is it not important, is it not
• 36:37
  urgent? Those are really the two
• 36:38
  deciding factors in a given moment.
• 36:40
  There's only really two filters and it just depends on what
• 36:44
  combination you end up with that tells you what bucket that thing
• 36:48
  falls into. So quadrant 3 is when something
• 36:52
  is not important, but it is urgent.
• 36:56
  OK, so this is typically going to fall into other people's
• 37:03
  requests. So these are meetings for
• 37:07
  example, that someone wants to have with you.
• 37:09
  They are a random quick message. Can I quickly get you to do
• 37:12
  this? Can I quickly get your feedback
• 37:13
  on X? Or it can even be, which is the
• 37:17
  most common amongst teams and even for some people with their
• 37:20
  clients, when client or team messages are perceived to be
• 37:25
  very time sensitive. So there's often this perception
• 37:29
  that because my client messages me right now, I have to dive
• 37:32
  into it right now. Or because my team member
• 37:34
  messages me right now, I have to dive into it right now.
• 37:37
  And realistically, again, like most teams are the people
• 37:42
  creating that urgency. Most clients or coaches are the
• 37:45
  ones that are creating that urgency.
• 37:48
  So you have to be very careful around allowing external, you
• 37:53
  know, factors and people and influences and their priorities
• 37:58
  to shift and rearrange your priorities within your day.
• 38:01
  You have to ask that critical question of is this really
• 38:04
  important? Even though they're adding lots
• 38:06
  of urgency to it and they're telling me I need this right
• 38:07
  now. I got to get on a meeting today.
• 38:09
  I got to do this today. Is it important?
• 38:12
  They have urgency, but isn't important enough for you to
• 38:15
  actually do that? Is it truly important?
• 38:18
  Even though it feels urgent, does it have significance?
• 38:21
  So you want to be conscious of that because even when someone
• 38:25
  says, you know, I want to have a, a meeting today at 3:00 PM
• 38:29
  OK, Well, you, it depends on obviously what your role is and
• 38:33
  who it's with. You know, are you a contractor
• 38:35
  in someone's business? Are you the CEO of the business?
• 38:37
  But you have to really be intentional.
• 38:39
  Is it really an important meeting?
• 38:41
  Is it something that needs to happen today and it has a lot of
• 38:44
  impact or significance on the business.
• 38:46
  I would argue 9 times out of 10 when people are doing this last
• 38:51
  minute urgency stuff, 9 times out of 10 it's not important.
• 38:55
  Meaning if it had to wait till tomorrow, it could.
• 38:58
  A client messages you if you don't answer for 24 hours that
• 39:01
  there should be no issue in that.
• 39:03
  If you for example, like I got this e-mail, this message from a
• 39:05
  client today or I got this message from a team member
• 39:08
  today, I have to answer the next hour.
• 39:10
  No you don't. No, you don't.
• 39:14
  So again, there's not an emergency.
• 39:16
  That's the difference is that if a client messages you with an
• 39:18
  emergency, that's different. If this is regular scheduled
• 39:22
  communication that you always take 24 to 48 hours to get back
• 39:26
  to people. If that's how you've set your
• 39:27
  expectation with your deliverables.
• 39:30
  There is a lot of urgency coming from the client, but there may
• 39:33
  not necessarily actually be any significance, meaning the
• 39:36
  urgency is something they're imposing on me.
• 39:37
  It's not actually urgent. So being really conscious of
• 39:41
  what are things that other people put onto you that they
• 39:45
  determine or they perceive to be time sensitive that you in fact
• 39:50
  go, well, wait a second. No, that's not time sensitive
• 39:52
  for me or that doesn't feel urgent for me because it's also
• 39:55
  not important. Now last, we have Quadrant 4,
• 39:59
  which is when something is not important and it's not urgent.
• 40:04
  I will tell you this is where a lot of the noise in business
• 40:08
  comes in, busy work. Just the only thing I can
• 40:12
  describe it as is just busy work.
• 40:15
  So many business owners and yourself may be included.
• 40:19
  Are spending hours every week on stuff that does literally
• 40:24
  nothing. It's not urgent, it doesn't move
• 40:28
  the needle in the business, and you're just burning through your
• 40:31
  time. And so it can be things like,
• 40:34
  you know, when someone creates A Canva graphic and they spend 2
• 40:38
  hours on the Canva graphic, this is not an urgent task and this
• 40:43
  is not an important adjustment, right?
• 40:45
  Like this is such a waste of time scrolling social media.
• 40:50
  You know who you are. It doesn't matter when it is you
• 40:54
  are scrolling social media and looking up and being like, Oh my
• 40:56
  God, how has an hour passed, right?
• 40:59
  Like this is something that is not important and it is not
• 41:02
  urgent that you do it right now. And I would say the other thing
• 41:07
  I see with a lot of our perfectionist type clients is
• 41:09
  people who do endless tweaking. So like kind of similar to the
• 41:13
  Canva aspect, you will look at an e-mail sequence and like
• 41:17
  refine, refine, refine, refine. And like, I'm going to change
• 41:20
  this word and change, change this subject line.
• 41:23
  I'm going to change this call to action.
• 41:24
  I'm going to change this. So I'm like, Oh my gosh, it was
• 41:26
  done in the first place. You are typically when you are
• 41:32
  spending time in those things, and I'm just going to be very
• 41:33
  direct about it. You are spending time on things
• 41:36
  that you get a dopamine kickback from or that you are using to
• 41:40
  numb. It's that simple. 9 times at a
• 41:45
  time, unless you are like at night, very typical behavior.
• 41:49
  You're at night, you've gotten ready for bed, you lay in bed,
• 41:52
  you scroll through TikTok for half an hour, OK, But in the
• 41:55
  middle of the day, the reason you're scrolling through your
• 41:58
  phone and you just get sucked into this vortex of social media
• 42:02
  is because you are in deep avoidance.
• 42:04
  You know what you need to be doing.
• 42:05
  You know what would move the needle in your Business Today?
• 42:08
  You know what would be better use of your time?
• 42:10
  Maybe you, I don't know, making marketing instead of consuming
• 42:13
  it. You know, all of those things.
• 42:17
  The thing is you're using TikTok or you're using social media in
• 42:20
  general and scrolling as a way to numb.
• 42:23
  And so we have to be very conscious of what those things
• 42:26
  are. We'd be conscious of where are
• 42:28
  we hiding in busyness in our business that really is not
• 42:32
  moving the needle. And the reason that this last
• 42:36
  quadrant is one of the most impactful when people catch it,
• 42:40
  and it's the one of the most impactful when we can change the
• 42:42
  behavior is that, for example, in a given week, if you put 5
• 42:45
  posts out on social media and you because you're an avoidance
• 42:49
  of some other things in your business or you don't really
• 42:51
  feel like doing them, whatever it might be, you spend excess
• 42:54
  time making a carousel, for example.
• 42:57
  Well, listen, I love a good carousel as much as the next
• 43:00
  person. But if I can get you to be
• 43:02
  really intentional with not spending endless hours tweaking
• 43:05
  it in the belief that if you just change that font a little
• 43:07
  to the left or a little bit bigger, that it's going to be
• 43:09
  the reason it succeeds. It won't.
• 43:12
  And so if I can change that perception and behavior, we
• 43:16
  might gain back five hours in your week.
• 43:19
  So the question then becomes what could you do with five
• 43:22
  additional hours inside your business this week?
• 43:25
  So these have pretty intense outcomes that are connected to
• 43:29
  them, pretty intense impact when we have awareness of these and
• 43:33
  we hone them in. So if you are someone who is
• 43:38
  constantly overwhelmed and you are constantly feeling busy and
• 43:42
  you're not moving the needle, I want to tell you that you are
• 43:45
  stuck in quadrant 1 and quadrant 3, which means that you are
• 43:50
  someone who is focusing on things that are important and
• 43:53
  urgent. So you have a lot of fires that
• 43:56
  are happening and you also are probably focusing on what other
• 44:00
  people create is your urgency not anything that's important.
• 44:04
  They just say it's urgent. So because that you don't
• 44:06
  question the importance of it or significance of it, you just do
• 44:09
  it. The other thing that I will say
• 44:13
  really, really impact scaling is when you protect your time in
• 44:19
  Quadrant 2, which is when you really aggressively protect what
• 44:23
  is important and not urgent because that's the needle moving
• 44:28
  stuff. The fires are going to happen.
• 44:32
  They happen to the best of the businesses.
• 44:34
  But really the thing that we know grows the business is when
• 44:37
  something's not reactive, it's not urgent, it's not 911, but it
• 44:42
  is something important. It has a domino.
• 44:44
  It has a significance to what it does within the business.
• 44:49
  And so Quadrant 2 is really where we want to be to scale the
• 44:53
  business. We want to be focusing on
• 44:54
  important things and we don't want there to be constant
• 44:57
  urgency around everything. And if that's something you can
• 44:59
  live in most of the time, you're in a very good spot to be able
• 45:03
  to scale your business. So a simple question to ask
• 45:06
  yourself is how much are the urgencies of the week, client,
• 45:10
  social media, team messages, whatever, How much are those
• 45:14
  driving your week? And if you feel like more often
• 45:18
  than I'd like, OK, great, well then that's the first place you
• 45:20
  want to start. We want to get really
• 45:22
  intentional about why are those fires happening and really
• 45:25
  triaging that. So this is a cool, you know,
• 45:30
  strategy. It's a cool, it's a cool
• 45:32
  framework, It's a cool matrix, but I'm not going to leave you
• 45:35
  hanging with just this is the cool strategy.
• 45:37
  So hope that helps. Let's actually talk about a step
• 45:40
  and A and a process that you can follow to triage your current To
• 45:44
  Do List maybe that you have right now.
• 45:46
  So this is something I want to preface, you can do in under 10
• 45:49
  minutes. You do not need a ton of time to
• 45:52
  do this. It doesn't take a long time.
• 45:54
  And the more that you do it, the better and faster at it you're
• 45:57
  going to become. But the first step really is
• 46:00
  you've got a brain dump. So I usually tell people take
• 46:02
  two to three minutes just to brain dump anything that is
• 46:06
  bouncing around inside of your head.
• 46:08
  Really ultimately, I want you to think is your deciding factor if
• 46:12
  it belongs in the page. I also want to say you can do
• 46:17
  this in your personal life. OK, so if I'm like, I want to
• 46:21
  put up the Christmas tree, I want to clean out the garage, I
• 46:24
  need to do laundry, I want to wash my bedding, I need to
• 46:27
  organize underneath my sink, I need to clean my car.
• 46:31
  OK, great. You can still take the
• 46:32
  Eisenhower. And again, is it important?
• 46:35
  Is it urgent? Is it not important but urgent
• 46:39
  like you want to start to think about using the same framework
• 46:43
  and other areas of your life too.
• 46:44
  So by the way, as I break this down, this is not just for your
• 46:46
  business can happen in literally anything in your home with your
• 46:50
  family, with your personal To Do List.
• 46:52
  It doesn't matter. So step one is actually to brain
• 46:55
  dump get everything out of your head.
• 46:58
  And one of the things for all you high achievers who like to
• 47:01
  skip to the front of the line and be the top of the class, do
• 47:05
  not edit this. Do not be like, oh, well, that
• 47:07
  goes here and that goes here and this goes here.
• 47:09
  Do not edit this while you are brain dumping.
• 47:12
  That's the rule. You brain dump, you do not edit.
• 47:16
  So you just got to get pen to paper and actually outline and
• 47:19
  brain dump what all these things are.
• 47:20
  OK, so that's step one. Beside each of these, I want you
• 47:25
  to outline is this I, so put an I beside it, which is, is this
• 47:31
  important as a task? So in your business it might be,
• 47:34
  does this connect directly to revenue?
• 47:36
  Does it impact retention? Does this, is this something
• 47:40
  that we are going to see cause an issue in client delivery?
• 47:43
  Is this something that is intentional for our growth?
• 47:46
  So is this something that is crucial and important now do not
• 47:51
  put I beside, do not put I beside everything, OK, You, I
• 47:56
  know again have a motion connected to the things that
• 48:00
  you're working on as do I. But I again, these are the
• 48:03
  critical, which is why we came back to perspective.
• 48:05
  To start, you have to be really honest with yourself.
• 48:08
  Is it really an important thing that's going to impact the
• 48:12
  business in the next three to six months?
• 48:15
  Because if it's not, then it may not be something that we
• 48:17
  actually need to be labeling as important.
• 48:20
  Two, I want you to go beside each task and you're first going
• 48:23
  to go down and say, is there an I beside it?
• 48:25
  So some might not have an I because it means it's not
• 48:28
  important. And other ones we would say it
• 48:29
  does have an I because this is a very important task for the
• 48:32
  business. Second, we're going to go right
• 48:34
  beside that and we're going to go down that list again, top to
• 48:37
  bottom. And we're going to go you, which
• 48:39
  is, is this something that is urgent?
• 48:43
  So it's important. Is it urgent?
• 48:45
  So you're going to then go down and you're going to go see the
• 48:47
  list again. Do we have I and you beside
• 48:51
  certain tasks? Do we just have a you on some?
• 48:53
  Do we just have an I on some? This is going to help you to
• 48:56
  really understand how to fit this list into the quadrants.
• 49:01
  So don't worry about the quadrants just yet.
• 49:03
  Your goal right now is brain dump the list #1 #2 label it as
• 49:09
  important or urgent. OK, so you're just going to go
• 49:11
  through and Lily, write IUIU on whatever ones feel like they
• 49:14
  land. And if it helps you from a
• 49:17
  visual perspective, because some people don't like the idea of
• 49:20
  having gaps beside things on their list.
• 49:22
  You can also, if it's not important, put NI or if it's not
• 49:26
  urgent, put NU. So that's also something just
• 49:30
  visually, if it helps at all, that's also something that some
• 49:33
  people will do when they're organizing their brained up.
• 49:37
  So Step 3 is now we are going to refine these with some core
• 49:43
  questions. So we're going to 1st organize
• 49:46
  the tasks. So you're going to see your list
• 49:49
  and you're going to see all the ones that fall into the four
• 49:52
  quadrants. So all I want you to do is I
• 49:53
  want you to sort them. I personally find that for
• 49:57
  myself, I do this really fast within a Google Doc.
• 50:00
  So I will literally just brain dump everything.
• 50:02
  I'll put I, you and you and I will literally just copy paste.
• 50:06
  This goes here, this goes here. And before you know it, you've
• 50:08
  got your four different lists that follow the four quadrants
• 50:12
  that we talked about today. So you're going to, in sorting
• 50:17
  that list now, see after you've labeled it, what you have in
• 50:22
  each quadrant. So now that you have all, for
• 50:25
  example, quadrant one, which will be all the things on your
• 50:28
  list that had an I and AU beside it.
• 50:30
  They're important and they're urgent.
• 50:33
  The prompt I want you to think about is you either do this
• 50:36
  first or fast, or you schedule it to happen ASAP.
• 50:42
  So questions, I literally have questions outlined that I want
• 50:45
  to say to you word for word. Is this directly tied to revenue
• 50:50
  or a promise that I have already made?
• 50:53
  What is the latest that this can be realistically done?
• 50:58
  OK, what is the latest that this can be realistically done?
• 51:02
  And can any part of this be delegated?
• 51:07
  OK, so we have all the things that you're currently up against
• 51:10
  or that you're looking at that are important and they are
• 51:14
  urgent. So they will have an I and AU
• 51:17
  beside it. And we need to very quickly
• 51:19
  decide can I do this first? Can I do it fast and can I
• 51:24
  schedule it ASAP? Like how do I get movement on
• 51:26
  this quadrant as fast as possible?
• 51:29
  And to question yourself, is this tied to revenue?
• 51:33
  Is this something that's based off a promise already made?
• 51:36
  What is the latest this can realistically be done?
• 51:39
  And can any of this be delegated?
• 51:41
  Those become for your day the start of your non negotiables
• 51:46
  that day. Those are non negotiable need to
• 51:49
  get done today. Now remember if we live in
• 51:53
  quadrant one, if we live in this has to get done today and you
• 51:57
  never you do this triage practice.
• 51:59
  Let's just say you commit to yourself and you say I'm going
• 52:01
  to do this for a week and every single day, your entire day gets
• 52:06
  filled up with Quadrant 1 and you never get to do anything
• 52:08
  else. That is a big, big flare within
• 52:12
  your business that there needs to be a new strategy of how
• 52:14
  you're doing things because it really does mean that you are
• 52:17
  living in survival. You're not really moving the
• 52:19
  needle in any way within the business or truly growing it.
• 52:23
  So then we're going to go now that we have all of our I and U
• 52:26
  tasks, we're going to set those as are not on our non
• 52:29
  negotiables. So now we go to quadrant 2,
• 52:32
  which are anything on your list that you have I or NU beside?
• 52:36
  OK, so anything on your list that has an I important and an
• 52:41
  NU, which means it's not urgent. OK, so anything important but
• 52:44
  not urgent, I want you remember Q or quadrant 2 is the unlock to
• 52:52
  scaling a business. So this is where I want you to
• 52:56
  protect these things, these projects, these tasks as like
• 53:03
  meeting with your future self because this is something that
• 53:06
  is really crucial for the ability for a business to scale.
• 53:09
  So questions to ask yourself which of you know, one or two of
• 53:14
  these quadrant 2 tasks? So of these things that are
• 53:16
  important and not urgent, which one to two, if done this week
• 53:21
  would create the biggest relief or the biggest progress for me
• 53:24
  and for the business? So what are one or two things
• 53:27
  off that list that you have that are important but not urgent
• 53:31
  that if you made momentum on, if you made progress on, would
• 53:34
  create a lot of relief or ultimately create a lot of
• 53:37
  progress for you within the business?
• 53:39
  Also, what are the tiny version or a tiny portion of this that I
• 53:44
  could do today in about 15 to 30 minutes?
• 53:48
  Where does this live in my calendar?
• 53:51
  Where have I dedicated time to complete this?
• 53:55
  I want to hit on something on this one.
• 53:57
  What tiny version of this could I do today?
• 53:59
  15 to 30 minutes. The other thing that many people
• 54:04
  and potentially even yourself do is that you kind of want to have
• 54:07
  this all or nothing. So you have this, you know, I
• 54:10
  want to work on the, the, the business.
• 54:12
  I want to work on this new marketing area.
• 54:14
  I want to work on this new offer.
• 54:15
  And so I'm going to block off an entire Friday.
• 54:19
  Well, yes, and some schedules that might be possible, but
• 54:21
  there's also potentially A circumstance where that's just
• 54:24
  not possible. That's just not the case.
• 54:26
  So the other thing that you can do is say, is there a way for me
• 54:31
  to move the needle in these things that will move the needle
• 54:36
  in my business in increments of 15 minutes or of 30 minutes?
• 54:40
  Because the reality of me having an 8 hour day to spend on this
• 54:43
  is just not a reality I have right now.
• 54:46
  So that's the other thing that sometimes for some people will
• 54:48
  move this thing they want to work on, you know, kind of kick
• 54:52
  the can down the road and before you know it, you're not making
• 54:54
  progress. It also may be because your
• 54:57
  perception is you need to have this long extended period to
• 55:00
  work on it when realistically you could chunk it into pieces
• 55:03
  and chip away at it a little bit in 30 minutes each day versus
• 55:08
  all in one foul swoop. So remember quadrant 2, which
• 55:12
  are the things that are important, but they're not
• 55:13
  urgent. This is something that are
• 55:16
  really considered to be your CEO tasks like the things that are
• 55:19
  truly your, your, you know, needle movers are the things
• 55:23
  that are growing the business. They're the things that are
• 55:25
  going to help you to get to that next level.
• 55:26
  Like these are the things that you're going to see impact from
• 55:29
  when you take action on them. Now, quadrant 3, remember are
• 55:33
  things that are not important. So you'll see NI on your list
• 55:37
  and you'll also see urgent, so you'll see AU.
• 55:40
  So your list probably beside it, you would have NI and then U.
• 55:45
  This is really a prompt of can this be delegated?
• 55:50
  Can this be delayed? Or can this be something that is
• 55:53
  just done in kind of a batch type perspective?
• 55:57
  So I asked myself, does this actually need me?
• 56:00
  Do am I actually required for this to be done?
• 56:02
  Especially for anybody with a team, I think sometimes we kind
• 56:05
  of just get into this, this autopilot of, you know, I'm
• 56:08
  going to do this or I'm going to assist with X.
• 56:10
  It's like, are you actually yourself needed when it comes to
• 56:15
  that task? Question is, what what would
• 56:17
  happen if this thing that you're looking at just didn't get done
• 56:20
  at all? Like what if this nothing
• 56:23
  happened on it, nothing was executed, you took no action.
• 56:25
  What would happen and can you, if it's a client for example or
• 56:31
  a team member who's again forcing their urgency on you,
• 56:35
  can we reset that urgency with a boundary or can we reset that by
• 56:41
  kind of updating expectations from somebody?
• 56:44
  So like even example of this would be I had a client who who
• 56:47
  literally just started with us and had sent me something for
• 56:50
  feedback and they said, yeah, like, I'm going to send you
• 56:52
  this, this doc of something I'm working on.
• 56:54
  And if you can get this back to me tomorrow, then I'll do XYZ.
• 56:58
  And so in the moment, of course, I could have been like, Oh my
• 57:00
  gosh, I got to get this done to her to get it back to her
• 57:03
  tomorrow. But I said, hey, you know, thank
• 57:05
  you so much for sending this over.
• 57:07
  I typically do need like a a couple day turn around to get
• 57:10
  documents back because obviously I need time to go through them
• 57:13
  and have time to be able to like sit down and really pay
• 57:16
  attention to it. So I don't want to give you a
• 57:18
  quick answer in between calls. But what I can do is have us
• 57:21
  back to you kind of thing for next Tuesday.
• 57:23
  So I just had to reset expectations because what it
• 57:26
  meant was I can't have, because this person says like chop chop,
• 57:31
  I want this now. Number one, it's not in our
• 57:34
  contracts that we do that. And #2 she's not meaning
• 57:39
  anything by it. She's just, you know, excited
• 57:41
  and, and wanting to get feedback on her stuff so she can get
• 57:43
  moving on it. But the reality is that it did
• 57:48
  initially previously for me, it created a lot of urgency.
• 57:51
  It created a lot of, I have to do this.
• 57:53
  Like she's a, she's a private client.
• 57:55
  I have to take care of us now because she says I have to take
• 57:57
  care of it now. No, the expectation was clear in
• 58:01
  the offer, like I've set the expectation before.
• 58:04
  This is our process, and all you need to do is just reinforce the
• 58:07
  boundaries. And she was like, Oh my God,
• 58:09
  yeah, yeah, no problem, no rush. Great.
• 58:12
  So I got it back to her Tuesday and that's it.
• 58:15
  So it was also in that moment, old me, before I really started
• 58:20
  to integrate, this would have been like, I have to do it now,
• 58:21
  I have to do it now. And now I really take a lot of
• 58:25
  intention to say, am I creating my own urgency?
• 58:29
  Meaning is your lack of boundaries potentially actually
• 58:34
  the reason you're creating your own disaster because people are
• 58:37
  expecting things of you and putting their urgency on you?
• 58:40
  Because there's a possibility if I think I know you the way that
• 58:43
  I I think I know you, that you have had people ask you for
• 58:47
  things. Chop, chop, get it to me now.
• 58:49
  And you're like, OK, yeah, I'll get I got it to you here, here,
• 58:52
  here. And you're like just this like
• 58:54
  drug dealer of dopamine, right? That is why it keeps happening.
• 59:01
  When I tell someone as a client, yeah, I need 3 days, guess what?
• 59:05
  After hearing me say I need 3 days for the last three things
• 59:08
  they submitted, guess what? They now know she probably needs
• 59:10
  three days, right? So you're actually training how
• 59:14
  much people are asking of you and how much external urgency is
• 59:18
  being put on you. So if this is something that you
• 59:20
  feel like you've been experiencing for a long time, I
• 59:22
  also want you to have that kind of critical conversation with
• 59:24
  yourself to say, are you possibly, I'm not saying for
• 59:28
  sure, but are you possibly part of the problem?
• 59:30
  Because I know for me I was. So what you want to think about
• 59:34
  with this section of again, not important.
• 59:37
  And they also are not urgent. So not impactful and not urgent
• 59:41
  needing to be done right now. These can be delegated.
• 59:44
  They might be able to be batched within like a 30 minute block
• 59:47
  and kind of get a bunch of them out of the way or just as food
• 59:51
  for thought. Maybe they need to just be
• 59:53
  straight up deleted. Meaning maybe these are just not
• 59:56
  even a matter of you know, that they're not important or it's
• 59:59
  not even a matter of that I have to delay them.
• 1:00:01
  I'm not looking to delegate them.
• 1:00:03
  I just realized this is not even important.
• 1:00:05
  This is not this is not even something I want to spend my
• 1:00:08
  time on. I'm not going to kick the can
• 1:00:09
  down the road. This is just something that I'm
• 1:00:11
  going to straight up use this moment to realize I just need to
• 1:00:13
  delete this task entirely because this is just not
• 1:00:16
  something that I need to be focusing on.
• 1:00:18
  So lastly. You've got quadrant 4, which is
• 1:00:21
  your NI and your NU. So anything on that list that
• 1:00:24
  had NI and NU underneath it. So this is something that you
• 1:00:29
  need to release and reserve for true downtime in the business.
• 1:00:35
  OK, so is this something that I am doing or executing because
• 1:00:41
  I'm avoiding something else? Remember I said like we're
• 1:00:43
  scrolling TikTok, but we have things that need to happen.
• 1:00:45
  This is something that we're like, OK, am I doing this
• 1:00:47
  because I'm avoiding something? If I had only three hours to
• 1:00:50
  work today, would this thing I'm doing make the cut?
• 1:00:55
  And is this thing that maybe you're labeling as rest actually
• 1:01:00
  a mask for something that you're using to numb most of the
• 1:01:05
  quadrant for, which is not important?
• 1:01:07
  Tasks that are also not urgent are things that nine times out
• 1:01:11
  of 10 get crossed out and are not actually something that make
• 1:01:17
  our business grow or impact our business in any way.
• 1:01:20
  They're things that we really kind of like sort toward the
• 1:01:23
  end. That's like the the after filter
• 1:01:25
  of all the remnants of the other filters that we talked through.
• 1:01:28
  So when we think about we have this clarity, OK, so we have
• 1:01:33
  your brain dump step one, Step 2.
• 1:01:36
  We either put, you know, urgent on something NU, which is not
• 1:01:40
  urgent. We put important, which is an I
• 1:01:42
  or NI, which is not important. We just kind of go through the
• 1:01:45
  list, OK, important urgent, not important urgent.
• 1:01:48
  So we go through and we label them all.
• 1:01:49
  Then we're going to sort those into our quadrants and just
• 1:01:53
  reflect, OK, we're just going to reflect on what those are.
• 1:01:56
  And then we're going to move from last but not least in Step
• 1:01:59
  4, taking this list in this organization and we're going to
• 1:02:02
  move it into making a plan, OK? So now that we have them
• 1:02:06
  organized and we reflected and asked ourselves some critical
• 1:02:08
  questions, you can now take this and you can move it into a
• 1:02:12
  plant. So what you're going to do is
• 1:02:13
  you're going to pick on average around 3:00-ish one to three
• 1:02:17
  tasks that are your quadrant 1 task.
• 1:02:21
  Those are the things that are the non negotiables.
• 1:02:23
  OK, so those fires, those emergencies, those things that
• 1:02:27
  just have to get done, they have big deadlines that are happening
• 1:02:29
  today. They need to happen in this
• 1:02:31
  moment. That is something that I want
• 1:02:33
  you to pick one to three of those and I want you to
• 1:02:36
  literally pick those tasks and get going on them.
• 1:02:39
  So those are your urgent. We got to start with those.
• 1:02:42
  Then I want you to pick one thing.
• 1:02:45
  I'm going to say this very slow and very simple.
• 1:02:48
  One thing. One thing from your quadrant
• 1:02:53
  too, OK? You want to look at dedicating
• 1:02:58
  today, even 20 minutes, 20 minutes to something long term
• 1:03:03
  for your future, you, for your future self, for your future
• 1:03:06
  business. We are not going to allow the
• 1:03:11
  demands of your environment to determine where your energy and
• 1:03:14
  your momentum and your progress goes today.
• 1:03:17
  And this, this stage of making this part of this plan is what
• 1:03:22
  allows that to ensure that that happens every single day.
• 1:03:25
  You then are going to go into assigning your quadrant threes.
• 1:03:30
  OK, so assigning the tasks, does this need to be delegated?
• 1:03:33
  Is this simple admin that I can give to somebody and ultimately
• 1:03:37
  you're all going to look at quadrant 4 and you're going to
• 1:03:39
  say I need to park or delete these.
• 1:03:43
  Anything that falls into not important and not urgent is
• 1:03:46
  something that can be deleted or streak like just completely by
• 1:03:50
  not doing it. Or it can also get put into the
• 1:03:53
  bucket of being put into a parking lot, which basically are
• 1:03:57
  these ideas, concepts and plans that you're going to potentially
• 1:04:01
  execute on, but at a future date.
• 1:04:03
  And how I want you to think about success is if you outline
• 1:04:08
  these. So again, one of three things in
• 1:04:09
  your quadrant one, one thing from quadrant 2, assign your
• 1:04:12
  quadrant 3 and delete or park your quadrant 4.
• 1:04:17
  If you walk away from your day, from your week or your month and
• 1:04:21
  consistently doing this and having done your Quadrant 1 and
• 1:04:26
  Quadrant 2, which again back to your, your thought process to
• 1:04:31
  anchor into this. We are focusing on things that
• 1:04:33
  are important and urgent and we're focusing on things that
• 1:04:36
  are important and not urgent. You will notice a theme here
• 1:04:41
  that we are only focusing on things that are actually
• 1:04:43
  important in the business. Too many businesses are focusing
• 1:04:48
  on things that are just not important and they also are just
• 1:04:51
  not urgent. So if you walk away doing your
• 1:04:55
  quadrant one of any important task, whether urgent or not
• 1:04:58
  urgent, you are moving your business forward.
• 1:05:02
  You get a Gold Star, you get a trophy because you are moving
• 1:05:06
  the needle in your business is what that means.
• 1:05:08
  Now, how much you're moving the needle is still a question
• 1:05:11
  because it depends on, again, the practice of this, how much
• 1:05:13
  time it's taking from you. All those things are another
• 1:05:15
  factor, but this helps, helps you to constantly know, am I
• 1:05:18
  focusing on the right things? How do I sort this To Do List?
• 1:05:21
  Am I focusing on the right things?
• 1:05:22
  How do I sort this To Do List? So triaging is as a skill, how I
• 1:05:30
  want you to think about this. What you learned today was a
• 1:05:33
  skill that you can use to help you to get back into the
• 1:05:38
  driver's seat of your business because too many of you are
• 1:05:43
  looking at your business as like I'm an employee and my business
• 1:05:46
  gave me this To Do List today. So I have to get done by the end
• 1:05:48
  of the day. You are the owner and the
• 1:05:51
  operator of your business. So because of that, you need to
• 1:05:54
  be the person who is able to in the emergency room of this
• 1:05:58
  person needs that and this for the clients and this for the
• 1:05:59
  team to be able to hold the structure of what needs to
• 1:06:02
  happen and why and what really is important versus what's not
• 1:06:06
  important. So if you are overwhelmed by
• 1:06:09
  today, one of the two things I would say if you want a little
• 1:06:12
  hack, you can run this episode. If you want some notes from it,
• 1:06:17
  you can absolutely run this through like an AI if it's
• 1:06:19
  something helpful for you to kind of literally have all the
• 1:06:21
  questions that I asked all of that.
• 1:06:23
  And with this, I also want to share that this is something
• 1:06:27
  that you can see as a visual. So if you want to like
• 1:06:30
  physically, visually see the quadrants, you can absolutely do
• 1:06:34
  that to be able to really see the buckets that I talked about
• 1:06:40
  But how I want you to think about this is if you get this
• 1:06:42
  into a Google doc, if you get this into a Notespad on your
• 1:06:46
  phone, you put these prompts in there.
• 1:06:47
  You can literally do this every single day.
• 1:06:49
  And I assure you that if you use this in a daily basis, when you
• 1:06:53
  start in the morning, 5 minutes, 10 minutes and you go through
• 1:06:56
  this and you made that a practice, let's just say even
• 1:06:59
  for a week, I will guarantee you, you will move more in your
• 1:07:03
  business than you ever have in the weeks or months prior to
• 1:07:06
  that. And that is because you are
• 1:07:07
  honing in your focus on the stuff that really matters.
• 1:07:12
  And so this is where, you know, when people say like, oh, we all
• 1:07:14
  have the same hours. Part of that I also have an
• 1:07:18
  issue with because like, for example, if you're like a mom,
• 1:07:20
  you do not have the same hours as the next person necessarily.
• 1:07:23
  But when we have these hours, regardless of what those hours
• 1:07:26
  are, what I tell people is how many hours you work is not
• 1:07:28
  actually important to me as what you're doing with those hours.
• 1:07:31
  So I don't care if you work 3 hours a week on your business.
• 1:07:34
  I don't care if you work 3 hours a day.
• 1:07:36
  I don't care if you work 12 hours a day.
• 1:07:38
  It doesn't matter how long you work on your business.
• 1:07:41
  It matters to me that how are you using those hours.
• 1:07:43
  And what I find with a lot of scaling businesses is that they
• 1:07:45
  are working far more hours than they need to be working strictly
• 1:07:49
  based off the fact that the hours they have, they're not
• 1:07:51
  using intentionally. Like they're just burning hours
• 1:07:55
  on stuff that don't do anything for the business.
• 1:07:58
  And they're left overall frustrated because nothing that
• 1:08:00
  they put energy or focus on did anything.
• 1:08:03
  And that's because they weren't important in the 1st place
• 1:08:06
  before they started the task. So I really hope today was
• 1:08:09
  helpful for you. I am so excited for you to
• 1:08:11
  integrate this. You have no idea because I know
• 1:08:14
  that this is going to create such massive relief for you in
• 1:08:16
  this day, in this week. And so as I said, like, use this
• 1:08:20
  like don't just be like, Oh my God, this would be so cool.
• 1:08:21
  I'd feel so much less overwhelmed.
• 1:08:23
  Take this and start to press go on it.
• 1:08:26
  Put this into a Google doc, put into a notepad, put it into
• 1:08:29
  something and start to flex this muscle because when you do, you
• 1:08:34
  will not be sorry. You're going to see incredible
• 1:08:36
  things start to happen within your business and within your
• 1:08:38
  productivity in your To Do List. And most importantly, if it's
• 1:08:41
  landed for you, please feel free to also share this with your
• 1:08:44
  team. If you are someone who has a
• 1:08:45
  team member or you have a larger team of multiple people, they
• 1:08:48
  also can get in the practice of doing this exact same thing.
• 1:08:52
  And so I also want to cue you with that.
• 1:08:54
  If this is someone that you want to also make sure is doing this
• 1:08:56
  alongside you, share today's episode with them.
• 1:08:59
  Share this with another entrepreneur that you know is
• 1:09:01
  feeling overwhelmed in the massive swim of To Do List and
• 1:09:06
  allow them to have this resource to be able to sort into realize
• 1:09:09
  what they're navigating on their To Do List.
• 1:09:11
  So with all that being said, I'm so happy that you were here
• 1:09:14
  today and spending this last hour with me.
• 1:09:17
  I also want to take a quick second to just say a massive
• 1:09:19
  thank you because I have just been so deeply blessed with just
• 1:09:25
  incredible women reaching out via Instagram.
• 1:09:28
  So I've had a lot of just amazing DMS from you, episodes
• 1:09:32
  that are landing for you, some of the favorite topics that you
• 1:09:34
  have. You know, just, I genuinely
• 1:09:38
  can't say enough how insanely grateful I am for just all of
• 1:09:43
  you who listen to this show. And also with that, who are
• 1:09:46
  allowing it to really be what it is becoming to give incredible
• 1:09:50
  insights of topics that you'd love to hear about, things that
• 1:09:53
  you're navigating in business. Everything that you share, I
• 1:09:57
  want you to know is something that I really do take to heart
• 1:10:00
  for myself, but also for our team.
• 1:10:01
  And we try to use that as insight to help us craft who we
• 1:10:04
  have on what topics we talk about when we talk about them.
• 1:10:07
  And making sure that every single episode that we have kind
• 1:10:10
  of acts as like a little master class for you to help you to
• 1:10:12
  step into something bigger within your business, but also
• 1:10:15
  something bigger within your life.
• 1:10:16
  So if there's anything that you want to share, maybe you've
• 1:10:19
  never DM me before, or maybe you maybe you have multiple times,
• 1:10:22
  you guys know who you are. I want you to know my DMS are
• 1:10:25
  always open and I love, absolutely love to hear from you
• 1:10:27
  of just anything that landed questions you have, awareness
• 1:10:31
  you had aha moments. Whatever it might be, I can't
• 1:10:33
  tell you. All of it fills my bucket and
• 1:10:35
  immensely helps myself and our team to make this even better
• 1:10:38
  for you. So with that being said, I will
• 1:10:40
  see you on next week's episode and as always, stay ambitious.