The urgency trap.

It’s almost 10:30 pm and Jack* is still at his desk, racing against time to complete yet another urgent report. This isn't an anomaly; it's become the rhythm of his days, a relentless cycle of tasks demanding immediate attention. Tonight's assignment marks the third urgent request from his manager, stacking atop an already towering workload. Sacrifices have become routine—missed family dinners and neglected responsibilities outside of work. The stress keeps him up at night, yet he drags himself into work each morning knowing the cycle will repeat.

You might wonder, shouldn't Jack have pushed back, set boundaries? He tried, but met with subtle reminders of his low workload relative to his peers and the looming specter of performance reviews in an increasingly tough job market.

Businesses thrive on drive, urgency and ambition, so this kind of work pressure should be expected. But beneath the surface, the constant push for urgency is not always in service of doing what’s best for the company.

For managers like Jack's, it is often about reinforcing their position and authority by keeping employees in a perpetual state of urgency. Of course, promotions, bonuses and prestige also depend on wringing maximum productivity from teams.

But why do employees like Jack comply, even sacrificing their own well-being? Fear of reprisal, desire for advancement, and job insecurity motivates them to meet mounting demands without pushback. Speaking out against the culture of urgency is not an option for many.

The human body and spirit can only endure so much stress before breaking down. No job is worth compromising one's health and relationships.

Tragically, the costs only become clear once the damage is done.

But it doesn’t have to be this way. As individuals and as organizations, we have the power to challenge the status quo and create workplaces that prioritize the well-being and dignity of all employees. It starts with fostering a culture of open communication, where employees feel empowered to voice their concerns and set boundaries without fear of retaliation.

It means redefining success not solely in terms of productivity and profitability, but in terms of employee satisfaction, work-life balance, and overall well-being. And it means holding leaders and managers accountable for their actions, ensuring that they lead with empathy, integrity, and a genuine concern for the welfare of those they lead.

Ok I need to wrap this article up, I too, like Jack have an urgent doc I need to finish up <yawn> 😉😉