Eisenhower’s matrix (Urgent-Important) adjusted for delegating decisions

The Eisenhower Matrix, also known as Urgent-Important Matrix, is a 2×2 matrix designed to help decide on and prioritize tasks by urgency and importance. This framework is attributed to general Dwight D. Eisenhower, allegedly using it when facing tough decisions during WWII, as the Allied Forces Supreme Commander.

In short, the matrix is built upon 2 axes, one is Urgent / not urgent, the other Important / not important that provides 4 boxes. For each case or box, a quick decision is made:

Urgent-Important Matrix, AKA “Einsenhower matrix”

• Urgent and Important: do immediately
• Urgent but not important: delegate
• Not Urgent but Important: schedule but mind letting it getting urgent!
• Not Urgent and not important: ignore

This works well for one’s own decisions but may not be cascaded to subordinates as is. For setting rules for delegating to subordinates, there is: 

I came across this variant in a post from the MITSloan Management Review, by Nancy Duarte, April 27, 2022. The link to the original post is: https://sloanreview.mit.edu/article/effective-leaders-decide-about-deciding/

The matrix is very similar to the previously described one, but replaces the Importance by “Stakes”. The four boxes provide following guidance:

Eisenhower’s matrix (Urgent-Important) adjusted for delegating decisions

• Low Stakes and Low Urgency does not require the senior manager’s attention. The subordinate has to decide without him/her. Of course, the underlying assumption is that manager and direct reports have clarified objectives, maybe even a roadmap, rules, limits and exceptions. Once the elements of trust are clarified, the senior manager can free valuable time by delegating some decisions to his/her direct reports. The direct reports should feel valued by this trust and empowerment.
• Low Stakes but Urgent decisions are not important enough to disturb the senior management but their need of swift handling makes senior management wanting an update of progress.
• When stakes are High, but there is no urgency, and the decision is not straightforward, senior management expects proposals for his/her direct reports but retains approval power. This may well be an intermediate step before delegating more to direct reports.
• Finally, when stakes are high and the matter requires immediate handling for it is urgent, the requirement is to escalate immediately. I understand this as a kind of coaching or co-piloting, waiting for the direct report to be ready to take full responsibility on decisions (and senior manager to be ready to hand over more of the controls).

Any thoughts you’d like to share in comments?