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Each year that has passed, I have seen the following scenario unfold at work with increasing regularity: you are working your way through a list of important tasks when an email notification lights up your screen. Your manager’s name graces your inbox, and you feel that unmistakable feeling of urgency coursing through your veins. The urgency to respond, to act, to drop everything and comply with the latest request – whether it is critical or not. It is a sense of false urgency that many of us experience regularly, and it is time to confront this silent productivity killer.

 

For many employees, the feeling of being tethered to a manager’s emails, or having meticulously planned days shattered at a moment’s notice, is a common occurrence. Even more frustrating is the unspoken dilemma: Are these requests truly urgent, or is it another instance of false urgency cunningly disguised as a priority?

 

In this article, we will delve into the captivating world of false urgency, a phenomenon that permeates the modern workplace, creating a relentless cycle of stress, disrupted plans, and the nagging doubt about what truly matters.

 

What is False Urgency?

 

False urgency is a common issue in the workplace, where managers may use tactics to create a sense of urgency when it is not warranted. While urgency can be a valuable tool for driving productivity, false urgency can lead to stress, burnout, and poor decision-making. In this article, we will explore the tactics that managers may use to create false urgency and provide strategies for employees to counteract them effectively.

 

Recognising False Urgency

Before employees can counteract false urgency, they must recognise when it happens.

Some common signs of false urgency include:

  • Frequent last-minute requests for non-urgent tasks.
  • Unexplained and unrealistic deadlines.
  • Constantly shifting priorities without clear reasons.
  • Exaggerated consequences of not meeting deadlines.
  • High-pressure communication tactics, such as excessive use of capital letters or urgent language in emails.

If you are going to mark every communication by your manager as ‘Urgent’ you are going to soon be swimming in very deep waters with no land in sight.

 

Communicate Openly and Assertively

You might feel that this is easier to preach than to practice. However, open and assertive communication is an essential skill to hone, and I advise practicing it at the right times. When a manager sets an unrealistic deadline or requests an immediate response for a non-urgent matter, employees should feel empowered to ask for clarification. They can politely and professionally express their concerns about the deadline and inquire about the reasons behind the urgency. By engaging in a dialogue, employees can gain a better understanding of their manager’s expectations and, in some cases, help the manager realise that the urgency is, indeed, false.

Open communication also facilitates mutual understanding between managers and their team making it easier for real urgencies to be identified.

 

Prioritise and Plan

False urgency can lead to a chaotic work environment where employees are constantly reacting to sudden demands. To counteract this, employees should prioritise their tasks and create a well-structured plan. They can use time management techniques such as the Eisenhower Matrix to identify important and urgent tasks versus non-urgent ones. By having a clear plan and focusing on priority tasks, employees can resist the pressure of false urgency and remain productive in the face of changing deadlines and priorities.

 

Set Boundaries

Setting boundaries is crucial to maintaining a healthy work-life balance and counteracting false urgency. Employees should establish clear limits on when they are available for work-related tasks and when they are off the clock. It’s important to communicate these boundaries to managers and colleagues, ensuring that they respect personal time. By setting boundaries, employees can reduce the impact of false urgency on their personal lives and well-being. Many times employees feel that they cannot set boundaries around their personal time. This is a false feeling. As long as communication is open, expectations are set, understood and accepted, boundaries will provide for healthier work relationships.

 

Document Communication

In cases where false urgency persists or becomes a recurring issue, it can be helpful for employees to document their interactions with their managers. This includes emails, messages, and conversations related to task assignments and deadlines. Having a record of such communication can be useful in case there is a need to address the issue with higher management or HR.

 

Seek Feedback and Clarification

Sometimes, false urgency can arise from a lack of understanding or miscommunication between managers and employees. To counteract this, employees can proactively seek feedback and clarification. They can ask their managers for regular updates on the status of projects and seek guidance on priorities. Vice versa, they can keep their managers regularly apprised of their workload, what they are working on and the progress being obtained. By keeping the lines of communication open and ensuring that they are on the same page with their managers, employees can reduce the chances of false urgency emerging.

 

Practice Stress Management

False urgency can lead to stress and anxiety among employees, affecting their well-being and job performance. To counteract the negative effects of false urgency, employees should engage in stress management techniques, such as mindfulness, meditation, and exercise.

 

Conclusion

False urgency is a common challenge in the workplace, but with the right tactics, employees can effectively counteract it. It is essential for both managers and employees to collaborate and prioritise clear communication to ensure that real urgency is addressed while false urgency is minimised.