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Wouldn’t it be great if you had your own Clarence Odbody, a guardian angel of banking? Someone who could help you shift your attention from all the frustrations and roadblocks in your job and instead get you to focus on the things that matter most, the ones that build your brand and your relationships?
Alas, Odbody is a Hollywood creation. But there are wise men out there, such as Dwight Eisenhower and Stephen Covey, who can offer some valuable guidance.
In business and in life it seems we constantly struggle to keep the urgent from crowding out the important.
Each day there is a new fire to put out. When we reach our desk each morning there are dozens, sometimes even hundreds, of new emails at the top of our inbox. Each one is begging for just a few seconds of our attention. Before we know it, the day is gone, then the week, and then the year.
This happens not only at the personal level but at the organizational level as well. There, it’s an even harder habit to break. Before you know it, this becomes part of the culture of the organization. Sometimes so much so that the organization completely loses its understanding of what things are, in fact, most important; it only knows what is urgent.
It’s an issue that comes up often when we talk with bankers. Banks, especially now in the wake of the Great Recession and the financial crisis, are particularly susceptible to the urgent vs. important problem. It is completely understandable: For many banks, over the past few years, addressing the most urgent matters quickly was quite literally a matter of survival. As the economist saying goes, banks had to make it through the short term to ever make it to the long term.
This is an excerpt from the book, "Earn It"