Urgent! audiobook cover - Strategies to Control Urgency, Reduce Stress and Increase Productivity

Urgent!

Strategies to Control Urgency, Reduce Stress and Increase Productivity

Dermot Crowley

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Categories:
ProductivityCorporate CultureManagement & Leadership

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Urgent!
The Nature of Urgency+
Proactive Mindset & Systems+
The Urgency Playbook+
Negotiating Urgency+
Leadership Strategies+

Quiz — Test Your Understanding

Question 1 of 10
What are the two types of unproductive urgency described in the book?
  • A. Immediate and Delayed
  • B. Fake and Avoidable
  • C. Internal and External
  • D. Proactive and Reactive
Question 2 of 10
Why does the author compare urgency to ice cream?
  • A. Because it melts away quickly if you don't address it immediately.
  • B. Because it is universally liked but rarely satisfying.
  • C. Because it is addictive and can ruin your appetite for the important things.
  • D. Because it provides a quick burst of energy followed by a severe crash.
Question 3 of 10
According to the author, what is a recommended strategy to avoid a 'last-minute mindset' when managing tasks?
  • A. Sorting your tasks by their desired start date rather than their due date.
  • B. Setting artificial deadlines two days before the actual due date.
  • C. Tackling the easiest tasks first to build momentum.
  • D. Keeping your tasks and appointments in separate applications to avoid clutter.
Question 4 of 10
If a deadline is immovable and time cannot be negotiated, what is one way the author suggests adjusting the 'urgency dials'?
  • A. Working overtime until the project reaches 100 percent perfection.
  • B. Dialing down the expected quality, accepting that 80 percent perfect and on time is better than late.
  • C. Increasing the scope of the project to ensure all possible edge cases are covered.
  • D. Demanding instant service from colleagues to speed up the workflow.
Question 5 of 10
What does it mean for a leader to 'absorb' urgency?
  • A. Taking on all the urgent tasks themselves so the team doesn't have to work late.
  • B. Internalizing the stress of upper management to shield the team from budget cuts.
  • C. Protecting the team from fake urgency by making the requesting party justify why an issue is truly urgent.
  • D. Agreeing to all urgent requests quickly to maintain a reputation for high performance.
Question 6 of 10
Why does the author advise against using email to convey truly urgent requests?
  • A. Because emails can be easily forwarded or leaked to external parties.
  • B. Because email is used for everything and is not an appropriate tool to signal genuine urgency.
  • C. Because typing out an email takes too much time during a crisis.
  • D. Because email servers frequently crash during high-traffic emergency situations.
Question 7 of 10
How does the author suggest cultivating a 'culture of accountability' when setting deadlines for a team?
  • A. By enforcing a strict 'just do it' mentality where deadlines cannot be questioned.
  • B. By maintaining that 'Friday means Friday,' while also allowing open negotiation if the deadline isn't feasible.
  • C. By setting multiple false deadlines to ensure the team finishes the work early.
  • D. By publicly reprimanding team members who fail to meet their commitments.
Question 8 of 10
What is the purpose of the figurative 'panic-slap' mentioned in the book?
  • A. To punish employees who repeatedly miss their urgent deadlines.
  • B. To act as a circuit breaker in a person's thought patterns to help them pause and reassess a tense situation.
  • C. To create a sudden spike in adrenaline so the team works faster.
  • D. To wake up team members who are experiencing lethargy and stagnation.
Question 9 of 10
What is the benefit of using the acronym 'ASAR' instead of 'ASAP'?
  • A. It sounds more professional and corporate in client-facing emails.
  • B. It creates a stronger sense of immediate panic to mobilize sluggish workers.
  • C. It is a gentler approach that trusts others to integrate the work into their existing priorities.
  • D. It legally protects the sender if the task is not completed on time.
Question 10 of 10
What does the phrase 'getting off the dance floor and going to the balcony' mean in the context of managing urgency?
  • A. Celebrating with your team after successfully meeting a difficult deadline.
  • B. Physically leaving the office to avoid dealing with unreasonable demands.
  • C. Mentally retreating from the frantic action to calmly assess what is actually going on.
  • D. Promoting oneself to a higher management position to delegate urgent tasks.

Urgent! — Full Chapter Overview

Urgent! Summary & Overview

Urgent! (2021) is your guide to getting the right things done at the right time. In our fast-paced world, it’s easy to fall into the urgency trap – and keeping up with the constant demands often feels impossible. But by learning to consciously replace reactive behaviors with proactive ones, you can reduce stress and do deeper, more effective work.

Who Should Listen to Urgent!?

  • Savvy leaders who want to increase team productivity
  • Frazzled workers craving less stress – and less time at the desk
  • Optimizers seeking efficiency hacks for a better work-life balance

About the Author: Dermot Crowley

Dermot Crowley is a productivity guru who’s helped both individuals and organizations maximize their work potential for over 25 years. He’s an author, speaker, trainer, thought leader, and the founder of Adapt Productivity. His other books are Smart Work and Smart Teams.

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