The team plans to order expensive equipment that is not produc in the country. It is necessary to think through the specifics of its maintenance and repair in advance: look for suitable service departments, suppliers of spare parts. If there are no difficulties with this, you can place an order. Eisenhower Matrix If you have accumulat a lot of things to do, tasks and decisions that ne to be made, and there is not enough time for everything, use the Eisenhower matrix.
With this technique, all tasks can be
Divid into four groups: “urgent and important” – this includes urgent, top-priority matters and decisions; “important, but not very urgent” are tasks that norway phone number library are rank after the most important and urgent ones; “urgent, but not very important” – tasks from the third group can be delegat to specialists who have time; “not very urgent and not very important” – everything that is includ in this group can be done if possible or ignor.
During the launch of the information product
The following problems arose: customers who have submitt an application are unable to make payments; the welcome mailing list and Telegram contain errors that do not affect the content; A blogger who was suppos to place an advertisement on the made in their usage provide distinctive accents day of the launch of an information product mix up the schule and postpon the advertisement for three days. The first thing a manager nes to do in such a situation is to resolve the payment issue.
This is an urgent and important task
Then you ne to contact the blogger and clarify the dates again. Since there are difficulties with payments, the blogger’s mistake in this situation even becomes a plus. You cg leads can agree with him to post the posts later, when technical specialists have establish payment. That is, this task falls into the category of important, but not very urgent. But errors in the mailing, if they do not affect the content, can be ignor and classifi as not very urgent and not very important matters. Technique 10/10/10 This technique helps to evaluate the decision in perspective, to look into the future. To do this, you ne to ask three questions: and the team in 10 minutes?