The Best Prioritizing and Time Management Tools: The Eisenhower Matrix

Do you want to get better at time management and setting priorities? Most of us do and fortunately there are some simple tools and approaches that can help us become more effective at making decisions. The Eisenhower Matrix is one such tool.

What is the Eisenhower Matrix?

The Eisenhower matrix is so named because the original concept is accredited to US President Dwight D. Eisenhower. I first came across the concept of the Eisenhower matrix in Stephen Covey’s book “The Seven Habits of Highly Effective People”, it helped me see ‘to-do’ lists in a whole new way and I have used the system ever since. The Eisenhower matrix is a prioritization tool and therefore a good basis for a time management system. It is most commonly used for business prioritization and project management but is just as good for personal time management and is actually best when used to consider everything you do in life, not just work tasks.

I love the Eisenhower matrix as, similarly to the SWOT analysis it is simple, highly effective and based around a four-quadrant matrix that is easy to remember and use.

Time management is vitally important

Time is our most precious resource. This is not a new idea, some of the oldest phrases that we use are related to time, such as: tempus fugit, time flies; or carpe diem, seize the day.

I asked my boss if I could leave half an hour early the other day. 


He said, ” Only if you make up the time.”


I said, ” OK. It’s 35 past 50.”

Time is finite, but even though we cannot create more time we can become better at time management and make more effective use of the time that we have. We do this but prioritizing things, in other words by putting ‘first things first’ and making sure we focus on what is most important at any given time and then putting our energies and resources behind those activities.

Prioritizing is key to effective time management

Prioritizing is key to better productivity, efficiency and effectiveness. Communication and change happen so fast now that you could work around the clock just to keep up with the millions of demands that are fighting for your attention. Email and social media are particularly good at swallowing our time if we are not careful, especially in the age of smart phones that means that we can be connected to the internet and our inbox pretty much anywhere in the world.

The problem is that it is not always that easy to prioritize the things we have to do and that is why it is very helpful to have a prioritization tool to help us. This is where the Eisenhower Matrix comes in.

“The importance of time largely depends upon which side of the bathroom door you are on.”

Are tasks important or urgent?

“What is important is seldom urgent and what is urgent is seldom important.” Dwight D. Eisenhower

The Eisenhower matrix works by asking two simple questions of any task we could undertake. The questions are:

• Is it important?
• Is it urgent?

By answering yes or no to these questions we come up with a four quadrant matrix that divides tasks into those that are:

1. Important and urgent – things we need to do now

2. Important and not urgent – things we need to plan to do

3. Urgent but not important – things we should try and delegate

4. Not urgent and not important – things we should avoid doing

This process is helpful as it is very easy to waste time on unimportant tasks or to become distracted. Putting our to-do list through the Eisenhower matrix allows us to be much more focused and productive.

Working out whether something is urgent or not is relatively easy as something that has a time dependent nature is usually self-evident.

It can be harder to work out what is truly important. What we consider important is strongly linked to what we value – and therefore to a degree it is subjective – but there are some things that generally fall in the ‘important’ box.

Some common tasks are listed in the diagram below and this can be used as something of a template for your own to-do list.

How to use the Eisenhower Matrix

To use the Eisenhower method, follow these steps:

1. List: Take a few minutes now to brainstorm and note down the things you have to do
2. Analyse: check the importance, ask:
   • What would happen if the task was not completed?
   • Can the task be delegated?
3. Assess: check the urgency, ask:
   • Does the task have to be done in the next 48 hrs? If so it’s urgent.
4. Assign: Now you have sorted the tasks, assign them to the different quadrants, listed in priority order
5. Schedule: Put the tasks into your diary or planner. Put time in the diary not only for the urgent-important tasks but also plan ahead for the quadrant two tasks and make a plan for how and when you are going to delegate the third quadrant tasks.
6. Action: Start to work through the tasks in priority order
7. Review: Update and re-assess the priorities regularly (for example once a day)

Want to learn more about time management?

If you want to find out some more about time management and increase your productivity then there are some other good resources you can look to.

As I mentioned previously the Eisenhower matrix is a time management tool that Stephen Covey refers to in his book ‘The Seven Habits of Highly Effective People’. I rate this as being in the top ten management and leadership books that I have ever read; it transformed the way I work. You can get a copy by clicking on the image:

Timothy Ferriss – entrepreneur, speaker and author – addresses time management in his book, ‘The 4-Hour Work Week’. Tim is particularly good at applying the 80:20 rule (the Pareto Principle) and he takes time management and outsourcing to the extreme to show how you can achieve a four-hour work week, but you benefit from his life hacks whatever life-work balance you are striving for. You can get a copy here:

You can read more posts on time management and prioritization here:

Three Essential Principles for Prioritisation and Good Decision Making

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I love devouring books in the holiday season and I always carefully consider the books I purchase or ask for as gifts. Here are my top recommendations for leadership and management books. There are some old titles and some new ones, but they are all indispensable reads and should inform and inspire you.

1. The 7 Habits of Highly Effective People – Stephen R. Covey

This was one of the first leadership and management books I ever read and since that first encounter, I have not stopped going back to it. Full of practical wisdom, the book takes you on a journey; setting a foundation that helps you win at a personal level before providing you with the tools you need to flourish as a leader. If you have not read this book yet then redeem yourself this Christmas and get a copy!
The 7 Habits of Highly Effective People – UK
The 7 Habits of Highly Effective People – US

2. Good to Great: Why Some Companies Make the Leap and Others Don’t – Jim Collins

Jim Collins has become one of the most influential voices in organisational development over the past decade. This prequel to his other famous book, Built to Last, applies a scientific approach to identifying what makes a company successful, including what is needed of the people who lead such organisations. The book is challenging and inspiring in equal measure.
Good To Great: Why Some Companies Make the Leap… and Others Don’t – UK
Good to Great: Why Some Companies Make the Leap… and Others Don’t – US

3. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – John C. Maxwell

John C. Maxwell is a prolific writer and there are several excellent books that I could list here but this is perhaps his classic work. His straightforward can-do approach to leadership is very appealing and his simple definition of leadership as ‘influence’ demonstrates that we are all leaders at some level and therefore should seek to develop our character and hone our skills to become the best leaders we can be.
21 Irrefutable Laws of Leadership – UK
The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – US

4. Influence: The Psychology of Persuasion – Robert B. Cialdini

Compelling and persuasive in its own right, Robert Cialdini’s famous work is a touchstone for people in marketing but considering Maxwell’s definition of leadership (that leadership is influence) this book is essential reading for every leader and manager. I guarantee that it will change the way you communicate and you will never see a sales pitch in the same way again!
Influence: The Psychology of Persuasion – UK
Influence: The Psychology of Persuasion (Collins Business Essentials) – US

5. The Decision Book: Fifty Models for Strategic Thinking – Mikael Krogerus and Roman Tschäppeler

This fantastic resource was a new purchase for me in 2012. The book may fit in your pocket but don’t let that fool you, it is a veritable treasure trove. It is made all the more attractive because the material is presented in simple, easy to access chunks so you can work your way through or just dip in whenever you need. Whether you decide to stash the book in your top drawer at work or keep it on your bedside table, make sure it is close to hand for when you want inspiration.
The Decision Book: Fifty Models for Strategic Thinking – UK
The Decision Book: 50 Models for Strategic Thinking – US

6. Making It All Work: Winning at the Game of Work and the Business of Life – David Allen

David Allen, the bestselling author of Getting Things Done, and an expert in achieving work-life balance, wrote this book. I have just been given a copy and it comes with high recommendations so I will be reading it over Christmas. I look forward to reviewing it fully when I am finished and discussing it in the New Year!
Making It All Work: Winning at the game of work and the business of life – UK
Making It All Work: Winning at the Game of Work and Business of Life – US

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We know that building a team is not all about ‘trust falls’, away days and retreats. Therefore, how can managers build lasting bonds and the kind of trust that makes teamwork a breeze?

I started off my career as a Bomb Disposal Officer in the Army, working in situations where working well together as a team was potentially a life or death situation. Since then, as a consultant and leadership coach, I have worked within and alongside organisations in the commercial, governmental and voluntary sectors, equipping teams with the skills they need to be more effective in working together. The bulk of my work revolves around facilitating strategy, giving people the tools they need to make good decisions, and through this building teams that are resilient to change and uncertainty.

There is not always the luxury of having time out and fun activities to build a team. Fortunately, these things are not actually necessary. You can build a successful team in the harshest of environments if you understand certain fundamentals. Here are the things that I have found are most effective in turning a bunch of individuals into a high performing team.

“Great things in business are never done by one person. They’re done by a team of people.”

Steve Jobs

Be a leader who understands how teams develop

A well-functioning team is dependent upon good leadership. If a team is failing in some way, then the manager has to make the assumption that they have to shoulder the bulk of the blame and take responsibility for finding a solution.

One thing that can really help a leader build and manage a team is understanding the natural evolution that a group goes through on the way to becoming an effective team. One great model of this that I have found particularly helpful (and memorable) is the Tuckman Cycle. Bruce Tuckman did research that demonstrated that every team goes through stages of:

• Forming
• Storming
• Norming
• Performing and
• Ajourning

A manager can do things to speed the process through these steps to the performing stage. It is especially important to get through the painful ‘storming’ phase but you cannot completely short circuit the system to get straight to performance. There has to be some pain to get to the gain.

Another model, the Drexler-Sibbet model of Team Performance, is a helpful complement to the Tuckman model. The Drexler-Sibbet model poses a set of questions that a team needs to work through in order to progress through each level of performance. As a leader, this is invaluable in working out how to support the team best.

You can see how the two models combine in the picture below.

All teams experience a level of change and you can progress or regress through these models. Therefore a leader needs to assess which stage their team is at and how to answer the key questions. A good leader thinks of strategies to facilitate progress towards peak performance. These can be planned from the beginning.

Gather people to a common vision and set of values

One thing that can help people quickly form as a team and work through initial ‘storming’ challenges is to have a vision for people to gather to and for them to share a common set of values. People need to know where they are going and how they are going to get there. A clear mission gives people the definition of success they need to make progress, while shared values and principles provide the guidelines for behaviour and decision making that will shape the journey. If these are established early on it will help attract the right team members and then engage people effectively so they can quickly get to the settled ‘norming’ phase.

Invest time in individuals

Stephen Covey wisely said: “Seek first to understand, then to be understood.” This is vitally important for the leader and manager. It is very easy to plough into a team environment and start pushing people to do things in a particular way but investing in individuals first can save a lot of time, effort and heartache.

Listening to your team members and understanding the needs and desires of your employees (as well as their skills and experience) will contribute to the effective management and working of the team. Giving time to individuals builds up capital in the relational bank account; an investment you can then draw upon when challenges hit, but hopefully with less chance of going overdrawn.

Give people clear roles and responsibilities

Team members, as well as needing to know where they are going, also need to know their part in the plan. Their roles and responsibilities need to be clearly laid out in such a way that they should be stretched but be able to play to their strengths. One of the most successful tools for establishing the roles within a team is the Belbin Team Roles model.

Meredith Belbin did extensive research into how effective teams function and worked out that there are nine functions or roles that need to be fulfilled for a team to work properly. Some people may take on more than one role but all the following bases need to be covered:

• Plants are highly creative and good at solving problems
• Resource Investigators connect with the world outside the team, bringing in external views on opportunities and competition
• Monitor Evaluators provide a logical, impartial view and help to weigh up options
• Co-ordinators focus on the objective and delegating tasks to team members
• Implementers plan and implement a workable strategy
• Completer Finishers bring high standards, see errors and add polish to the final solution
• Team workers help the team gel and identify things that need doing to help the team
• Shapers challenge and provide momentum by driving the team forward
• Specialists provide in-depth knowledge within a key area

The approach is explained more fully in his book Team Roles at Work (2010).

Overcoming challenges together

When people know where they are going, how they are getting there and what their role is then work starts getting done efficiently. At this point, the team can grow together as they face and overcome challenges together. Successfully tackling a work problem can bring more progress than a plethora of away-days. Helping someone through a problem is far more productive than catching someone in a ‘trust fall’ exercise. The important thing for the manager to remember at this point is that they need to be playing their part in the team, bringing leadership, keeping up good communication, supporting individuals and helping the team to make decisions.

Celebrating success

Finally, when something is done well it should be celebrated. This does not mean popping the champagne (although there are times for that), it could be as simple as praising a team member for a job well done. This should be done in a team or public setting so that people can share in the success and be encouraged to press forward in what they are doing. Then, at the end of a project, throw a party.

Congratulations, you have a fully functioning team!