Key points

Our brains are hardwired to prioritize trivial and urgent tasks over strategic planning.

Being hyper responsive may have gotten you promoted, but as a leader it could be a liability.

As a leader your value isn't defined by how fast you respond, but how well you build your team's capacity.

It is 9:00 AM on a Monday morning and you have two choices: clear out the 22 unread emails sitting in your inbox, answering quick questions that technically need a response by noon, or spend the next hour drafting a 3-year strategic plan. One task is important; the other is merely urgent.

We live in an era where extreme responsiveness has become a proxy for competence. We wear our busyness like a badge of honor, confusing the volume of our activity with the value of our impact. However, th

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