URGENT vs IMPORTANT
FIT‑FOR‑PURPOSE
BIKE‑SHED OR POWER PLANT
HOW URGENCY GETS CREATED
100

This category of work is usually the first to slip when calendars fill up.

Important but not urgent work

100

This law explains why work expands to fill the time available.

Parkinson’s Law

100

Bike‑shedding refers to spending time on work that is ____ to comment on but not very important.

Easy

100

Name one leadership habit that can unintentionally create urgency.

Immediate responses, vague asks, unclear ownership, or late escalation

200

True or False: If someone else is waiting on me, the work is automatically urgent.

False

200

According to Sarah, which is often better: a brilliant solution delivered late or a robust solution delivered on time?

A robust solution delivered on time

200

In the bike‑shedding model, what type of work tends to get avoided?

Complex or hard work

200

What communication behavior often makes something feel urgent even if it isn’t?

A “quick question” with no context

300

According to the Eisenhower Matrix, where does future‑state planning usually live?

Important but not urgent

300

What is usually missing when teams over‑process work?

A clearly stated quality bar

300

Why do leadership teams often bike‑shed without realizing it?

Because the topics feel accessible and safe to comment on

300

When ownership is unclear, work usually flows where?

Upward

400

When urgent work crowds out important work, what usually disappears first?

Thinking, synthesis, and long‑range planning

400

The phrase used to determine how much rigor is needed at a given stage of work.

Fit‑for‑purpose

400

What’s the risk of bike‑shedding at the SLT level?

Important decisions get delayed

400

What assumption often equates responsiveness with effectiveness in leadership roles?

That being highly responsive equals being effective

500

If work has no deadline, no meeting, and no external escalation, what typically happens to it?

t gets moved or deprioritized

500

Gold‑plating most often occurs when this is unclear.

What “good enough” looks like

500

Bike‑shedding usually redirects attention away from work that is both ____ and ____.

Important and hard

500

What happens when response‑time expectations (e.g., 5 minutes vs 24–48 hours) are not clearly stated?

Everything feels urgent

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