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The Value of Everything

What matters most when everything is important?

Erin K.

Erin KoppelVice President, Enterprise Consulting, Tessitura Network

TitleThe Value of Everything, Part 3

Published2/11/2019

Read/View Time3 min


In the first two parts of our series, we talked about the three components of the value of everything.

There’s information, inventory, and intention. We did our first self-assessment, taking stock of information. Now it’s time for the second component: inventory.

Inventory

We can’t look at the value of everything without a realistic look at what is happening. So here’s where I ask you: what are you doing? 

Take out a piece of paper, or create a new document. Then list ten tasks you did last week — not busy work, but tasks that required your attention and input in order to be successful. And not crisis management, but work that you expected to be doing. 

Now we’ll take inventory of those tasks. We’re going to rate things again.   

Take the second Self-Assessment >

A scale of 1-5 labeled 'inventory' 

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Done? Ready to see where you are?

Let’s look at the labels for these results.   

A scale of 1-5 labeled 'inventory,' with 1 corresponding to 'adrift' and 5 corresponding to 'getting it done'

Are you adrift? Or are you accomplishing what you need to?

If you fall on the “adrift” side of the spectrum, I'm going to offer you a tool to help guide your priorities. Pull out your list of ten tasks. Next, download this Eisenhower Matrix and print yourself a copy. It should look like this:

Visual of an Eisenhower matrix, measuring importance (y-axis) against urgency (x-axis)

 

Now take your list of ten tasks, and place each item into the quadrant that most accurately describes where it belongs.

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Does anything stand out to you? Are you staying focused on your most important work? Are you getting drawn into urgent tasks that aren’t particularly important? Are you neglecting to make time for the important things that are less urgent, just because they’re not breathing down your neck?  

Here’s a guide that may be helpful in setting your priorities.

Important/Urgent 

  • crises
  • deadlines
  • problems

Do it yourself, and get it done immediately.

Important/Not Urgent 

  • relationships
  • planning
  • recreation

Set an end date for yourself, and do these personally.

   

Unimportant/Urgent 

  • interruptions
  • meetings
  • activities

Delegate if possible.

Unimportant/Not Urgent

  • time wasters
  • pleasant activities
  • trivia

Drop if out of time.

For the Value of Everything, defining everything means that you need to be realistic about your ability with information. You also need to maintain acute awareness of your inventory to ensure what you are doing makes sense.

What lies between your ability with information and getting it done on your inventory?

Intention.   

And that will be the focus of the final part of this series. Come back next week for Part Four to see the most important piece of the puzzle.

 

Ready for Part 4?

Read Part 4 >

Are you just joining our series?

Start with Part 1 >

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Erin K.

Erin Koppel

Vice President, Enterprise Consulting

Tessitura Network

Erin has 20+ years of experience in development, from annual funds to major giving, and cultivation and engagement activities, be it a gala, auction, and all other types of events.

Prior to joining Tessitura Network, she was Deputy Director of Development at the Lyric Opera of Chicago. Erin left with an exemplary record of successful contributed revenue strategies which leveraged engagement opportunities across all transactions and touchpoints with patrons and subscribers. Since beginning with Enterprise Consulting, she has worked worldwide in all genres and sizes of organizations using Tessitura. Erin resides in southwestern suburban Chicago, Illinois.

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