This one’s likely to hit home for many of you. Whether you’re working in a company where everything’s “urgent” or you’ve been there before, the pattern of “this project is due yesterday” is all too familiar. But why has urgency culture become so widespread? And, as a leader, what can you do to tackle it and stop it from draining your team’s energy and productivity?
Here’s the thing: you can change it. I can’t stress this enough: leaders have the power to set the tone. Employees often mirror the behaviour and attitudes of those in leadership positions. So, as a leader, you can drive real change by modelling the right approach.
The Drama Triangle
Urgency culture often puts employees into roles that resemble the “Drama Triangle,” a concept from psychologist Stephen Karpman. There are three key roles:
- Victims: Employees who are overwhelmed by the never-ending pace, feeling burned out and powerless. When people are constantly drowning in “urgent” tasks, they’re more likely to deliver poor-quality work or burn out completely, which increases turnover and training costs.
- Persecutors: Leaders or colleagues who demand instant results without really thinking about the bigger picture. These “persecutors” create an atmosphere of fear, which leads to poor communication and a lack of collaboration. By focusing on speed over strategy, they can breed inefficiency and frustration in the team.
- Rescuers: The team members who rush in to “save the day,” creating a cycle of last-minute heroics. While their intentions are good, this only reinforces the urgency culture and rewards poor planning.
These roles undermine performance by eroding trust and collaboration, increasing turnover and absenteeism, fostering inefficiency through constant last-minute interventions, and stifling creativity and long-term planning.
Why Urgency Culture Exists
There are several reasons why urgency culture has taken hold, driven by societal, organizational, and technological factors:
- Globalization and Competitive Pressure: As businesses become more global, the pressure to stay competitive increases. Organizations race to meet customer expectations quickly and efficiently, which often means operating at a frantic pace.
- Consumer Demand for Speed: In today’s world, consumers expect everything now. With online shopping, food delivery, and instant access to services, delays are no longer tolerated. Companies have adopted urgency to meet these expectations.
- Technological Advancements: With technology moving at lightning speed, information is shared faster than ever, and people expect quick responses. Companies feel the need to match this pace to stay relevant in a digital-first world.
But one reason I see most often in my work as a consultant and coach is:
- Lack of Clear Objectives: when goals are unclear or poorly communicated, departments and teams may begin working in isolation or with conflicting objectives. This results in rushing through tasks that don’t align with the bigger picture, creating a sense of urgency that lacks meaningful purpose. Over time, the company loses its direction. Employees begin taking on projects without questioning whether they truly make sense. In an environment where employees feel safe to ask, “Is this project really aligned with our vision?” you’ve fostered a powerful tool for transformation.
What Can You Do as a Leader?
So, how can you step in as a leader and start shifting the dynamics in your organization? How can you break the cycle of urgency and bring clarity back into the workplace? It’s all about guiding your team toward a balanced approach, making sure that urgency doesn’t overshadow the bigger picture. Here are some practical steps you can take to bring more alignment, focus, and long-term success to your team.
Learn to say 'no'
Learn to say ‘no’ when something doesn’t align with your ultimate goal. By doing this, you encourage your team to ask questions and challenge you in a healthy way. You’ll empower them and show that you value their opinions.
Focus on what really matters
Regularly check in with your team to set clear priorities and share what’s on the horizon. Make sure you’re aligned with other teams and departments as much as possible. And always define what’s most important in terms everyone can get behind.
Trust your team and delegate
The more you trust your people, the better the results you’ll see. Set clear objectives, provide direction, and let them take ownership. When you act as a coach, you’ll see team members rise to challenges in ways you didn’t expect.
Pause to reflect and recharge
When something comes with a sense of urgency, take a moment to pause. Grab a coffee, get some water, and reflect: “Does this truly align with our priorities?” If it doesn’t, but still needs attention, consider what can be delayed to create space. Then, communicate clearly with everyone involved to ensure everyone is aligned. With a well-defined plan, approach the task with purpose.
Focus on the long term, not just quick fixes
Keep the company vision in mind. If something feels off, don’t be afraid to ask your boss for clarification or even challenge whether it’s worth prioritizing. Pushing your team to work on something that adds no value is not a win for anyone. Trust the process. This approach may not show instant results, but in the long run, it will lead to stronger alignment and greater success.
At the end of the day, creating a balanced and sustainable work environment starts with you as a leader. By stepping back, setting clear priorities, and fostering a culture where people feel empowered to ask questions and challenge the status quo, you can break free from the chaos of urgency culture. It’s not about being fast; it’s about being focused, aligned, and purposeful. Lead by example, and watch your team not only survive but thrive in an environment where meaningful progress takes precedence over frantic rushes.
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