![]() ![]() The exercise we did with them started out as a Project Mapping piece where the managers were individually mapping out all the work they were trying to focus on. We’ve been working with a group of senior leaders in an organisation. Here’s a story to illustrate how to use this Impact Effort exercise: If you can stop them, it might free up the time to focus on the Low-Effort-High-Impact projects. Some of this work is unavoidable, but they are the kinds of things you could do when you’re tired, or you might want to batch them, or you might want to push them into the darkest corner of the week if you can’t get rid of them.Īs a group and as an individual in the group, if you’re finding things in the High-Effort-Low-Impact sector, there’s a really important conversation to be had about whether you should be doing this work at all, and what the consequences will be if you stop it. We suggest you should probably have only have a small number of things here, because they require recurrent focus and tend to require long-term effort. These are the things you usually never get round to doing, because they’re too hard, and there’s so much noise and busyness in between. This is the quadrant you really want people to be spending time on. Here are the tasks and projects that have the biggest impact without much extra work. Here’s a breakdown of how to think about the quadrants and where to prioritise: That may not always be comfortable, but it will at least become clear to everyone why for example it’s important to make time for some projects and why you need to stop doing others.Īt the end, everyone should be clearer about what is important and why, and you will all be clearer about what everyone’s work is. ![]() And you’ll be discussing what’s valuable and what isn’t valuable. In this group conversation, everyone will start to see what everyone else is doing. You can also discuss which of the quadrants you should all be focussing on.Have a group conversation about where they’ve put their projects and work, and whether it’s right.Then get everyone to place their post-it notes where they believe they should be on the grid.Ask everyone to write down on their post-it notes all the projects they’re currently working on, including business-as-usual tasks.The further to the right along this axis, the harder the task or project. On a large sheet of paper, draw the Impact-Effort matrix – a grid with four quadrants based on the overlap between effort and impact.Get everyone together and hand out post-it notes.Impact Effort Matrix – How to do it with your team If you do the Impact Effort exercise with your group or team, you’ll all get clearer, and it might shed light on what everyone is working on right now too. People always hear different stuff to what you think you’ve said. The reason for doing it? Just because you explained the priorities and it was really clear in your head, doesn’t mean that it’s really clear in everyone else’s head. The Impact Effort Matrix is one of the tools we use all the time. ![]()
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