Right now, the expectation at work is that we are to get everything done on time, if not ahead of schedule, and within budget, even if the external costs are rising. And we are to do this no matter the cost in our own lives, and no matter what is happening inside or outside the company. Few leaders grasp that over time this kind of expectation and this pace of task completion is unrealistic and unsustainable. At the same time, few leaders will admit that they themselves can barely keep up with this level of expectation when it comes to getting their own work done.
Meanwhile, their direct reports are working harder and harder, faster and faster to meet these expectations, and they are feeling like they are not making progress. They also see that the problems keep piling up and their work load keeps expanding. In short, everyone feels like they are on an endless treadmill to nowhere. And they are burning out because of this at record levels.
When I reflect on this current situation, I am reminded of something the late Stephen Covey wrote many years ago: “The degree to which urgency drives the organization is the degree to which importance does not.” So few leaders can discern the difference between what is urgent and what is important in the work they are doing. Similarly, few, if any, can clearly articulate the difference between the two terms. As Covey explained, “It’s important to realize that urgency itself is not a problem. The problem is that when urgency is the dominant factor in our lives, importance isn’t. What we regard as ‘first things’ are urgent things. We’re so caught up in doing, we don’t even stop to ask if what we’re doing really needs to be done.” And right now, a lot of people are not asking the question about whether or not what we are doing is still the right thing that needs to be done. Urgency and speed is circumventing clarity and prioritization.
I believe this is happening, because we have not discerned the difference between productive urgency and false urgency. John Kotter in his book, A Sense of Urgency (Harvard Press, 2008), writes: “The opposite of urgency is not only complacency. It’s also a false or misguided sense of urgency that is as prevalent today as complacency itself and more insidious. With a false sense of urgency, an organization does not have a great deal of energized action, but it’s driven by anxiety, anger, and frustration, and not a focused determination to win, and win as soon as is reasonably possible.” As he further explains, “urgent action is not created by feelings of contentment, anxiety, frustration, or anger, but by a gut-level determination to move, and win, now…. True urgency doesn’t produce dangerous levels of stress, at least partially because it motivates people to relentlessly look for ways to rid themselves of chores that add little value to their organizations but clog their calendars and slow down needed action.”
So, given we are caught in a cycle of urgency based on fear and anxiety about current events and future possibilities, we push ourselves and others to get things done at any cost, hoping that this will generate a level of security, control, order, and predictability. However, the price of living and working in this manner is so high and so painful to experience, and the reality is that we don’t end up feeling secure or that things are under control. Quite the opposite, we feel like things are out of control and chaotic.
At this point, Covey asks us to rediscover what are the ‘first things” in our lives, namely the people and things that are important to us no matter what is happening all around us. “Our struggle to put first things first can be characterized by the contrast between two powerful tools: the clock and the compass,” notes Covey. “The clock represents our commitments, appointments, activities - what we do with, and how we manage our time. The compass represents our vision, values, principles, direction - what we feel is important and how we lead our lives.” He recommends that we reclaim our vision, values, principles, and personal sense of direction, i.e. to lead our lives based on our inner compass rather than just our outer clocks and calendars.
Yet, I think there is one more piece to this difficult, and often puzzling predicament. Currently, many leaders and followers are experiencing the feeling of being isolated and alone with their struggles. I know this because a common question surfaces during coaching sessions when this happens, namely “Where are the people who will support me in the midst of these difficulties?” This is an important question that signals a powerful need. And, few if any of the people asking think that their supervisor or their team are a part of their network of support. Most people choose individuals outside of work, because they fear judgement or criticism for the situation they are in. Many choose their life partner, and often this person is overwhelmed themselves due to these circumstances.
Yet, I have met people who do feel a sense of belonging and support from the people they work with, and from their supervisor. They also feel like they have a strong social network of support outside of their work lives. And what interests me is that these same people feel like they are making progress in the work they are doing, and feel like the work they are doing is meaningful to them and to the overall mission of the company. Some even feel like their personal sense of mission and the company’s sense of mission are in alignment. I also recognize that this level of support reflects a long term commitment to building relationships based on trust, honesty, and thoughtful communication. In essence, they invested in these relationships long before they needed them.
When I step back from the current rush to get things done, it becomes clear to me that we have some important work to do as leaders. First, we need to clearly discern the difference between false urgency and productive urgency, and create the later rather than the former. Second, we need to support people to build a life based on their compass more than their calendar. Third, we need to help people to create a network of support and encouragement at work, and at home in order that we can better meet the challenges of this time. As executive coach Tasha Eurich points out, “Don’t let perfection be the enemy of progress - it is through small victories that we win the game.” And right now, we need more small victories in order to better manage current expectations.
© Geery Howe 2026
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