It’s an easy trap to fall into. One day, a crisis pops up and you need to solve it now. In fact, you need to solve it yesterday. So you get to work. While you’re working on that crisis, another crisis arises. There’s no time now to address the second problem, so it gets put on the back burner. But now there’s added pressure. As soon as you finish dealing with the first problem, you have to move onto the second. But by that time, problems three through seven have come on the scene.
Now you’re in a bad pattern, hopping from one crisis to the next and always with another one on the horizon.
After a while, a new culture sets in: the culture of now.
In the face of scarcity – including scarcity of time – we all tend to tunnel. Scarcity focuses our attention on the immediate at the cost of the distant. When we’re busy, that means we focus on now almost obsessively. And that focus on now comes at the expense of the future.
And that makes our organizations weaker.
But there’s an alternative.
I think about processes by nature. I’m will work furiously to solve an immediate problem, but then I have an irresistible need to sit down and figure out how to never have that problem again. That may take more time right now, but it saves time, reduces stress, and increases efficiency in the long run. Just like the person who spends a little more money now on a product that won’t need to be replaced as soon as its cheaper counterpart, a person who spends a little more time now finds that she can spend less time later.
Now, I realize that I’m in a position of privilege. I don’t work in an office where people can poke their heads in and hand me time-consuming projects. I have a fair amount of control over my schedule. There are busy seasons and quiet seasons. So it’s often the case that I can take on projects that would otherwise be neglected. That’s a gift.
But I think many more of us can set aside time to think strategically about how we can improve processes at our organizations. From time to time, we can pick a crisis that we faced and ask what would need to change so that we never had that crisis again. We can set a time for that kind of thinking, just as we would set time for a meeting: we’re going to take an hour, or a morning, or a day each week or month or quarter to change how we operate.
And, eventually, we’ll be able to leave the scarcity mindset behind. At least, we’ll be able to leave that mindset behind when it comes to scarcity of time. We’ll be able to stop being minute wise, but month foolish.