We’ve all been in situations in which we couldn’t wait for a slow-moving or overly cautious employee to take action. But at the other extreme, some employees have such a deep need to get things resolved that they move too quickly, or too intensely, and make a mess. They may make a bad deal just to say they’ve made it, or issue a directive without thinking through the ramifications just to say they’ve handled a problem decisively.
How to Manage Someone Who Thinks Everything Is Urgent
We’ve all been in situations in which we couldn’t wait for a slow-moving or overly cautious employee to take action. But at the other extreme, some employees have such a deep need to get things resolved that they move too quickly, too intensely, and make a mess. They may make a bad deal just to be able to say they’ve made the deal, or issue a directive without thinking through the ramifications just to say they’ve handled a problem decisively. Despite the damage that unaddressed urgency can do, these employees are usually some of the most committed and are often very productive. To help them focus their intensity on the right targets, try four things: first, help them see the impact that their bias toward quick action has on others. Second, encourage them to identify all the consequences of their actions — including long-term ones. Third, try pairing them with a more long-term thinker to balance out their instincts. Finally, coach them to help them learn the true difference between the feeling of urgency and the reality of it.