7 Ways To Prevent False Urgency

False urgency can be lethal in organizations, and it become more toxic the higher it starts. Gravity exaggerates false urgency.

How You Are Unknowingly Creating False Urgency

Even if you are an empowering, enlightened leader, if you are the “boss” and you say “jump” (through your words or unintentional reactions), your team will likely start jumping.

Since it’s difficult to jump and do much else at the same time. The important work you really want your team to do gets put to the side.

And if YOUR boss reacts with false urgency and you start jumping they will likely jump higher or deeper.

More balls are dropped in all that jumping.

In fact your team may begin anticipating your reactions, and doing all kinds of jumping and gymnastics without being asked.

In many organizations, the whole urgent vs. important matrix is trumped when someone in authority has a need. Suddenly issues that would normally fall into the “urgent but not important” category become the most important.

It doesn’t have to be this way.

How To Prevent False Urgency

You can prevent false urgency by following 7 important guidelines.

  1. Build an environment that encourages constructive dissent. Give your team the authority to slow you down (see Give the Guy a Brake)
  2. Pause before reacting. Breathe. Work to manage your emotions and facial expressions
  3. Buffer your team from unrealistic urgency from above, learn to set realistic expectations around what is important (see Chaos Curtailed: How to Shield Your Team)
  4. Isolate the incident from the trend. Avoid the temptation to extrapolate one bad occurrence to an organization-wide problem
  5. Ask for the data you need, but not more than you need
  6. Ensure you understand what is being replaced by your urgent request is what you need really the most important thing
  7. Avoid the temptation to feed your ego. Ensure your team is working on what is important, not doing everything you say because YOU are important.
  8. ???

The headwinds are against you on this. Your team will want to please you. What may feel like satisfying action in the short-term may actually be undermining your long-term results.

Share this on your favorite network!
Share on FacebookShare on Google+Tweet about this on TwitterShare on LinkedInEmail this to someone
Posted in Results & Execution and tagged , , , , .

Karin Hurt

Karin Hurt, is CEO of Let’s Grow Leaders and a former Verizon Wireless executive. Karin was named on Inc.’s list of 100 Great Leadership Speakers for Your Next Conference, the American Management Association List of 50 Leaders to Watch, and as a Trust Across America Top Thought Leader in Trust. She’s the award-winning author of two books, Winning Well: A Manager’s Guide to Getting Results— Without Losing Your Soul, and Overcoming an Imperfect Boss. She’s regularly featured in business publications including Fast Company, Entrepreneur, and Inc.


  1. Keeping an attitude that a leaders primary duty is to serve his/her team members is critical. It’s not my job to “run” our organization. It’s to equip and lead my team as they run the show. My goal is to make my team look good….and not by offering free haircare products, not that kind of good. You get my point I’m sure.

  2. Eric, what? You don’t get involved in the grooming 😉 Thanks for sharing… i completely agree… thanks for adding.. “my goal is to make my team look good.” Exactly.

  3. Karin,

    These are all such great points. I think my favorite is #4 – why is it human nature to see one “bad thing” and then it becomes “we always” or “there’s a trend developing”? Great advice to take a deep breath and isolate – is it an anomaly or a true trend.

  4. Pingback: February 2013 Leadership Development Carnival | LDRLB

  5. Pingback: Weekly Education Links (weekly) | A Principal's Life

  6. Pingback: Winning When the Troops Are Tired - DATIS blog

Leave a Reply

Your email address will not be published. Required fields are marked *