Urgency: Compress Your Cycle Times

Purposeful urgency is a powerful indicator of organizational health. But don’t ask about it. Instead, observe it. Organizations will say anything that sounds good. But look at how people behave, and you’ll uncover the truth.

Behavior can’t be bullshitted. In the short run when people are being observed, people will work extra hard, show up early, stay late, and appear to move with a sense of purpose. But it’s not real and it won’t last. As soon as people stop watching, they’ll revert to their normal, sluggish state.

Urgency reveals the underlying energy and excitement of a culture. Is there an underlying force propelling people to do great work? Because if you see people moving fast, it’s because they want to.

Managing by mandate and decree can force compliance, but not purpose. It’s superficial. Progress occurs at a glacial pace, as people appear to move fast at everything but what’s valuable.  

Let’s discuss the wrong kind of urgency: It’s not running around in a manic, anxiety-fueled state. It’s not overreacting to every setback. It’s not putting out fires. It’s not packing your day with meetings. It’s not working 16 hours a day. It’s not activity for activity’s sake.

The right kind of urgency is working like an owner. It’s a deliberate effort on things that matter.  

Frank Slootman, CEO of Snowflake, describes in his book, Amp It Up, why dysfunctional organizations have no urgency: 

In a troubled organization there's no rush, no urgency. Why? People have to be there anyway, so what's the point in moving faster?

Leaders set the pace. People sometimes ask to get back to me in a week, and I ask, why not tomorrow or the next day? Start compressing cycle times. We can move so much quicker if we just change the mindset. Once the cadence changes, everybody moves quicker, and new energy and urgency will be everywhere. Good performers crave a culture of energy.

Apply pressure. Be impatient. Patience may be a virtue, but in business it can signal a lack of leadership. Nobody wants to swim in glue or struggle to get things done. Some organizations slow things down by design. Change that—ASAP.

Ask yourself, how long does it take my organization to implement a project, follow up from a meeting, or pursue a new initiative?

Urgency is not impatience. Patience is warranted when things are outside your control. Urgency is within your control, and how soon things are done reflects the health of your organization.