Stop Fighting Fires
Like most people, you probably start work every morning with a plan in mind. But instead of checking things off your list, you end up dealing with urgent items that pop up randomly throughout the day. Having to put out these fires makes your day chaotic! It puts you behind schedule, and now you have to rush everything to meet your deadlines.
Sound familiar? This is called unplanned work, also known as Firefighting.
The Difference Between Planned and Unplanned Work
There are simple steps you can take to reduce the amount of unplanned work. First, we need to understand the two types of work: planned and unplanned.
Planned work is proactive. Your goals are clear, you’ve defined your tasks, and you have estimated the amount of work required. You know the cost of planned work.
Unplanned work is reactive. It is costly because unplanned work comes at the expense of planned work! When you spend all your time firefighting, there’s little time or energy left for planning. When you react to a situation, you will never reach your full potential. Planning will always get you better results.
The reality is that unplanned work will always happen, no matter how you’re organizing your workload. Here at FlexPay, we are working to reduce the amount of firefighting we do daily. We know that unplanned work does come up, but it’s about minimizing it and ensuring it does not consume you. Your ability to properly handle unplanned work is the key to your success.
How Do You Know If You Are Firefighting?
According to an article published on the Harvard Business Review website, here are the symptoms of firefighting:
“From our observations, firefighting is best characterized as a collection of symptoms. You’re a victim if three of the following linked elements are chronic within your business unit or division.
- There isn’t enough time to solve all the problems. There are more problems than the problem solvers—engineers, managers, or other knowledge workers—can deal with properly.
- Solutions are incomplete. Many problems are patched, not solved. That is, the superficial effects are dealt with, but the underlying causes are not fixed.
- Problems recur and cascade. Incomplete solutions cause old problems to reemerge or actually create new problems, sometimes elsewhere in the organization.
- Urgency supersedes importance. Ongoing problem-solving efforts and long-range activities, such as developing new processes, are repeatedly interrupted or deferred because fires must be extinguished.
- Many problems become crises. Problems smolder until they flare up, often just before a deadline. Then they require heroic efforts to solve.
- Performance drops. So many problems are solved inadequately and so many opportunities forgone that overall performance plummets.”
How to Stop Fighting Fires
Here are 6 things you can do to reduce the amount of unplanned work and free up your time to focus on planned work:
1. Maintain a bullet list of unplanned work items
Nothing fancy here; simply write down unplanned items in a bulleted list or a short description. You need to know your enemies so you can act on them. The goal here is to make sure that you have them on file. You can share it with your coworkers. They might be experiencing similar unplanned work.
2. Perform triage
Because you listed them, you will now realize that some work items are recurring. These are the one that hurt the most. You can categorize them by occurrence, priority and impact. Work on the ones that align with your business goals.
Ask yourself if this unplanned work item can be delegated. If yes, document the resolution in the form of a playbook and delegate it right away. For more details, you can refer to this article from HubSpot: 4 D’s of productivity.
If they are recurring, why not automate the resolution? Investing a bit of time to automate can save you a lot of time. Automation also means documentation. And with documentation, you can delegate.
5. Identify Business Goals
Ask yourself, is this urgent? If yes, is this related to a business goal? And, are you responsible for that business goal? If you are a bottleneck, should you only work on high-priority items related to your business goals? And lastly, does it make sense to delegate this task?
6. Knowledge Base
How can you delegate if you do not provide the solution? If you take the time to fix and issue, make sure to document the resolution in a Knowledge Base. And, make sure the Knowledge Base is accessible to your coworkers and easy to search.
List unplanned work; Work only on items that hurt the most; Delegate; Document the resolution and Automate
Remember, there is always unplanned work. If you learn how to manage it, you will generate a lot more value and spend more time on what really matters: planned work.
Book suggestion: The Phoenix Project