Refuse To Manage By Crisis

The Tyranny of the Urgent: How Priority Overload Can Leave You Stuck on the Treadmill.

Ever felt like you’re running full speed on a treadmill, working harder than ever but not actually getting anywhere? Welcome to the tyranny of the urgent—a fast-paced, chaotic zone where everything demands your attention, but nothing truly moves the needle.

Let’s kick this off with a quick anecdote. Picture this: A flustered manager bursts into a travel agency and yells, “I need a ticket right now!” Calmly, the agent asks, “Where would you like to go?” Without missing a beat, the manager snaps, “I don’t care! Just get me on a plane. I’ve got business everywhere.” This scene, both absurd and painfully familiar, sets the tone for our discussion.

R. Alec Mackenzie, a time management guru, sums it up perfectly: “Urgency engulfs the manager; yet the most urgent task is not always the most important.” The problem isn’t being busy—it’s being busy with all the wrong things. Urgency twists our sense of priority, and when we let it call the shots, we’re not managing by strategy; we’re managing by crisis.

Busy Doesn’t Equal Productive

Let’s talk about those workplaces that buzz with activity but somehow never seem to get ahead. One frustrated manager described his team’s performance as a relentless parade of unfinished projects and half-baked ideas. “We’re constantly juggling goals and action plans, but before we finish one thing, a new ‘urgent’ priority lands on our plates. It’s like our boss is a nervous water bug, darting from one random idea to the next.”

Sound familiar? It’s easy to confuse busyness with progress, but they’re not the same thing. Being “busy” can feel productive in the moment, but if that busyness doesn’t align with long-term goals, it’s just wasted energy. Urgency has a nasty habit of steering us away from meaningful results and into the realm of short-term firefighting.

The Infinite Wishlist

Here’s the thing: we can’t do it all. The list of dreams, projects, and improvements we could pursue is endless. There’s always one more idea to explore, one more gap to fill, one more innovative breakthrough just waiting to be discovered. But chasing everything is a surefire way to accomplish nothing.

That’s why we need to choose—and choose wisely. The secret lies in setting crystal-clear priorities, knowing when to say yes, and, more importantly, when to say no. Some actions will propel us forward, some will keep us spinning in place, and others won’t make a difference at all. Without clear targets, you—and your team—won’t know the difference.

Choosing What Matters Most

Establishing meaningful priorities is part art, part science. The strategic part is deciding what’s worth pursuing in the first place. The tactical part is figuring out how to organize your time and resources to make it happen.

But here’s the catch: setting priorities isn’t a one-and-done deal. It requires constant evaluation and discipline. It’s about refusing to let the urgent overshadow the important, and choosing purpose over panic.

So the next time you feel like that frantic manager at the travel agency, take a deep breath. Before you dive into the next urgent task, ask yourself: “Where do I really need to go?” Because without a clear destination, all the busyness in the world won’t get you anywhere.

Can You Be Both Cold and Hot? The Art of Navigating Leadership’s Grey Areas

Picture this: You’re standing in the middle of a boardroom storm, the Head of HR for a dynamic organization, tasked with delivering equitable decisions in a world that’s anything but black and white. A voice in the back of your mind whispers: “You can either be cold or hot; you can’t be both.”

Sounds poetic, right? But let’s face it—life rarely follows poetic logic. In fact, leadership thrives in the nuance, in that mysterious space where “cold” and “hot” not only coexist but are essential for balance. Welcome to the art of navigating life’s grey areas.

Cold vs. Hot: An HR Dilemma

As an HR leader, you’re often a referee in the match between people’s needs and organizational goals. Some situations demand a cool, calculated approach:

When enforcing policies: Think performance reviews, disciplinary actions, or salary negotiations. You need to detach emotions and stick to the rulebook like a lawyer in court. Cold, calm, and objective wins the day. 

But then life flips the script:

When handling sensitive cases: Like supporting an employee grappling with personal issues or mediating between warring colleagues. In these moments, empathy and warmth are your superpowers. 

It’s a dance—a constant sway between ice-cold impartiality and warm-hearted connection. And no, you can’t pick just one. If you try, you’ll either come off as robotic or overly emotional. Neither of those make for effective leadership.

Life Tolerates Grey Areas (So Should You)

Let’s take it beyond HR. Look at relationships in general—life is all about grey areas. You can’t always be one thing. One moment you’re the kind, nurturing friend; the next, you’re the tough-love truth-teller.

Mature leaders recognize this. They know that:

Some relationships thrive in warmth (mentorship, team collaboration).

Others demand boundaries and structure (hierarchical, policy-driven decisions).

Take the example of mentoring a high-potential employee. You’re warm and encouraging when cheering them on, but when their performance dips, you deliver hard truths with a chilly edge. Both “cold” and “hot” serve a purpose—and together, they create balance.

The HR Thermostat

Here’s the thing: Being both cold and hot isn’t just possible—it’s a requirement for effective leadership. Think of yourself as a thermostat, constantly adjusting to what the situation demands:

Need to defuse tension during a heated conflict? Dial up the warmth.

Tackling a delicate restructuring plan? A cool, objective demeanor is non-negotiable.

It’s this fluidity that makes great leaders stand out. The ability to move seamlessly between empathy and objectivity, connection and structure, warmth and detachment.

Breaking the Binary Mindset

The belief that you must choose between being cold or hot is a trap. It simplifies a world that thrives on complexity. Leadership, life, and relationships are all about nuance. As an HR leader, your strength lies in embracing the paradox:

Be cold when fairness demands impartiality.

Be hot when humanity calls for understanding.

And be proud of your ability to operate in the in-between spaces that make life both messy and meaningful.

So, next time you hear someone say, “You can’t be both,” just smile knowingly. You’re not just both—you’re everything in between. And that, my friend, is where true leadership begins.

If you take nothing away from this short read, please remember this: Life isn’t a straight line; it’s a zigzag. Leadership isn’t a binary; it’s a spectrum. And maturity? It’s the quiet confidence that lets you balance it all with grace. So go ahead—embrace the grey areas and let your thermostat shine.