2 simple steps to decide between equal priorities

A few days ago my son asked me this question and I was puzzled for a moment: “How do you choose between equal priorities?”

It was one of those questions that stopped me — it was a pleasant sign of maturity for him to be thinking about these important issues, but also a very good reminder for me, since I face this question very often in my own work. It’s one of the most practical leadership challenges there is, and most people never develop a clear approach to it.

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A scenario you’ve probably lived

It’s 2pm. You’re a C-level executive facing three tasks, all of which qualify as high priority:

Task 1 – Crisis communication review: Your company has recently faced a public relations issue regarding a product defect. You need to review and approve the final communications plan and press release for tomorrow morning — requiring coordination with PR and legal teams.

Task 2 – Investor briefing preparation: You’re presenting a strategic briefing to key investors tomorrow morning. The content is almost ready but needs your final review to ensure it aligns with the company’s strategic objectives and that financial data is accurately represented.

Task 3 – Emergency operational meeting: An unexpected regulatory change affects one of your main product lines, requiring an immediate strategy session with the senior management team at 4pm. This meeting is crucial to adjusting your operational and marketing strategies to comply with the new regulations.

The question: what do you do?

Have you been in a similar situation? I bet you have. We all have.

We manage different projects, activities, and responsibilities — each with its own goals and priorities. Sometimes two or more equally important issues demand our attention at the same moment. At that point it doesn’t matter why it happened. You need to decide now, then analyze and build a preventive plan later.

Here’s the framework I use in different situations:

How to decide between equal priorities

When you have two or more high-priority tasks and consider them equally important, remember one thing: only one of them can have the highest priority at any given moment. As difficult as that feels, you need to define and choose one to tackle first. Your mind can focus effectively on only one thing at a time. So focus on one thing at a time.

Three steps get you there.

Step 1 – Define Importance

For each task, ask:

• Is this “high priority” task really high?
• Does it contribute more than the others to overall success and the most important goals, outcomes?
• How did this task make the high-priority list in the first place?

Sometimes we’re moving so fast through our days that we don’t stop to ask what we’re doing and why. These questions help regain focus, see the bigger picture without the stress of the moment distorting it, and redefine priorities clearly.

Often the tasks we think are urgent and important are not that critical. The pressure of the moment simply doesn’t allow us to think clearly.

Continue to step 2 only with the tasks that genuinely pass this test.

Don’t give any  attention at this point to the those tasks about which you cannot give affirmative answers.. It’s not their time yet.

Step 2 – Define Urgency

For the tasks that passed step 1, ask:

• Do I have a strict deadline for this task or for the next related steps?
• Does this fall into one of these categories:
  • A crisis or critical issue directly affecting customers or the business
  • An important meeting or presentation that cannot be moved
  • A direct request from the board or a key stakeholder that needs to happen now

Remember – it is your situation, you have a unique understanding of it and there is no “right” or “wrong” here.

Step 3 – Focus on this ONE task now

Once you’ve defined the task that is both important and urgent — devote uninterrupted time to it and don’t get sidetracked. Once you finish, take a brief break, then move to the next item in the pipeline.

Back to our example

Importance test: All three tasks pass. Each is vital — stakeholder communications, investor confidence, and regulatory compliance are all genuinely high stakes. No question.

So importance alone doesn’t help us choose.

Urgency test: This is where the decision gets made.

Task 3 – Emergency operational meeting: highest priority

This task has both high importance and high urgency. Regulatory changes can have immediate and significant effects on operations, and compliance is typically non-negotiable. The strategy session at 4pm is the most pressing task — it cannot be moved and affects the entire business.

Task 1 – Crisis communication review: second priority

While the PR issue is urgent, the press release is scheduled for tomorrow morning — not today. This task is urgent but can be handled after the strategy session. Coordination with PR and legal teams can be scheduled for later in the day or early the following morning if necessary.

Task 2 — Investor briefing preparation: third priority

This task is very important given its strategic nature and the key stakeholders involved. However, since the content is almost ready and only needs a final review, the urgency is slightly lower compared to the other two. This can be completed in the evening with full focus.

Once you’ve decided — communicate immediately

The sequence is clear.

But the decision only works if the right people know about it. As soon as you’ve ranked your priorities, signal the change to the stakeholders affected — tell PR and legal when to expect your input, confirm the 4pm session, and let your team know the investor briefing will be finalized this evening.

A decision made without informing all parties involved creates confusion and missed expectations.

One principle that holds across every situation

In my experience, there is always a solution — especially when you involve the right people and explain your situation honestly rather than simply missing a deadline silently. People are more flexible than we assume when they understand what’s happening.

What usually causes the most damage isn’t the competing priorities themselves. It’s the delay in deciding and communicating — leaving stakeholders waiting without knowing why.

Decide. Communicate. Execute one thing at a time.

What’s your approach when priorities genuinely compete — and how do you communicate the trade-off to the people affected?

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The Eisenhower Matrix: separate urgent from important

The most common “no growth” trap for businesses

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