[tomasGiden]

I think there are a few things to note to take the Eisenhower matrix from “oh, that’s a nice model” to really gain some serious value from it.

First of all, you need to really work with finding the most important goals for you in your context. Then you figure out what the most important things you could do to achieve this goal in for example the next two years.

Then you will realize you don’t have time to add these things on top of your current workload (like in Scrum, you don’t add new tasks to a sprint without removing other tasks). And when you’ve done that, it’s time to bring forth the Eisenhower matrix.

And in the light of what is truly important, sort your tasks according to the matrix. A key here is also to really think about the Important axis as not important in general but important that You do. Then your job is to delete or delegate enough to be able to fit the new tasks that are the most valuable to achieve your goal.

Also, in the article it says to do the non urgent important tasks after the urgent ones. I think this is really bad thinking. Instead, in the matrix you can see it tells you to plan these things. That’s what you should listen to. The things that are important but not urgent needs to be planned, otherwise they will never get done as there are always too much urgent things to do.