One of the challenges I’ve been wrestling with recently is how to get better at prioritization. Like many of you, I have a full plate: supporting my team, engaging with customers, partnering with cross-functional leaders, and contributing to long-term strategy. It’s easy to fall into the trap of trying to do everything, only to feel like you’re moving a hundred things forward an inch instead of moving the most important ones a mile.
I’ve been intentionally working on sharpening my prioritization, and I’ve found a few practices that have helped me as a higher-level manager, but that also scale down well for individual contributors.
1. Ruthless Clarity on What Matters Most
For managers, this often means asking: What is the business asking from me right now, and how do I best enable my team to deliver it? For me, that’s often pipeline creation and deal acceleration. If I don’t center my week around those goals, I can end up buried in activities that look productive but don’t actually move the needle.
For individual contributors, the same idea applies. Instead of reacting to every email or Slack ping, ask yourself: What are the two or three actions today that will make the biggest difference to my quota, my customers, or my growth? That filter alone helps cut through the noise.
2. The “Top Three” Rule
I’ve started writing down my top three priorities for the week every Monday morning. Not ten, not fifteen, just three. They’re the non-negotiables that I have to complete, no matter what else comes up.
As a leader, this forces me to say no, or at least not now, to requests that don’t align with those three priorities. It also models to my team that focus is a leadership skill, not just a personal one.
For reps or ICs, this same habit works wonders. At the end of the week, you either did the three most important things you said you would, or you didn’t. That accountability builds momentum.
3. Time Blocking for Deep Work
Another change I’ve made is protecting blocks of time on my calendar for “deep work.” It’s easy as a manager to let your day get swallowed by meetings, but if I don’t carve out time for thinking, planning, or coaching prep, I end up winging it.
For ICs, this means setting aside time for focused prospecting, customer research, or deal strategy. Even 60 uninterrupted minutes can make a big difference compared to scattering 10-minute bursts throughout the day.
4. Delegation as a Prioritization Tool
I’ll admit—I’ve historically been guilty of holding onto too much. But I’ve been working on using delegation not just to lighten my workload, but to prioritize higher-value tasks.
If someone on my team can handle something 80% as well as I can, that’s usually good enough. My job is to give them the context and support they need, then step back. This not only frees me up but also grows their skills and confidence.
ICs can’t always delegate in the same way, but they can automate or streamline recurring tasks (templates, AI assistance, CRM automation) to create space for higher-value work.
5. Building in Reflection Time
Finally, I’ve realized that prioritization is not a “set it and forget it” exercise. Priorities shift. Deals stall. Team dynamics change. So I’ve been blocking 30 minutes on Friday afternoons to review my week:
- Did I focus on what mattered most?
- What did I let slide that I shouldn’t have?
- What do I need to adjust for next week?
This reflection builds a rhythm of continuous improvement. And it’s something both leaders and ICs can benefit from.
The truth is, prioritization is a discipline. It’s not about doing everything, but it’s about doing the right things. As managers, we owe it to our teams to model that discipline. And for ICs, it’s one of the fastest ways to separate yourself from the pack.
I’m still learning and refining my process, but the shift has already helped me feel less scattered and more intentional in my work. And perhaps most importantly, it’s given my team more clarity on where they should be focusing, too.
Because at the end of the day, the best way we can all win more is not by doing more, but by doing what matters most.
