I: Finding Methods
The transformation of China's marketing organizational system, under the ever-changing market environment, targeting increasingly refined markets and more segmented target consumer groups, has raised higher requirements and challenges for the refinement of marketing job functions. Especially in the last three or four years, the trend of terminal segmentation and diversification has made the drive of various marketing models directly facing consumer groups on the organizational system more obvious. This requires manufacturers to refine marketing functions and deeply cover and extend job divisions. Therefore, we now see more and more manufacturers reducing the number of regional manager positions and increasing more refined positions such as provincial managers, city managers, business managers, business directors, and business representatives.
In this situation, it is valuable and meaningful to conduct theoretical and practical research on more targeted and specific marketing work guidance methods for each refined position. This series mainly focuses on the position of provincial marketing manager to analyze and discuss the marketing work methods for this position.
The role of a provincial marketing manager is both a manager and an executor.
The proposition of provincial marketing manager's marketing work methods: go deep into the front line, get close to consumer groups, use professional marketing tools as guidance, use reasonable resources and correct methods to seek the best solutions.
Provincial marketing managers must deeply learn and understand the company's marketing strategic planning and the marketing guidance plans for each stage. They must carry out their work in accordance with the job responsibilities of their position, and be clear about the work goals and requirements of their position.
This is a basic management thought that provincial marketing managers must possess and a basic prerequisite for carrying out marketing work effectively. That is to say, before starting marketing work, they must clarify that they are doing "the right things" according to the company's strategic direction.
The essence of a provincial marketing manager's work is to discover problems and solve them. Many times, we find that distributors do not see the company's problems clearly; most only see the surface of the problem, not the essence and root cause. As a provincial manager, sometimes you need to act as a consultant seeking solutions, go deeper into the front-line market, enter terminals, approach consumers, understand every link in market operations, grasp the basis of facts, and then make correct judgments based on the analysis of facts, determining where the correct development direction for guiding distributors should be.
When the mainstream price band for white liquor consumption in a regional market has upgraded to the 200-300 yuan range, if the provincial marketing manager cannot face this reality and still requires distributors to take the 100-200 yuan price range as the strategic core of the price band, this will hinder the distributor's performance growth and sustainable development. No matter how correct the guidance strategy the provincial marketing manager gives to the distributor, or how much resource support is provided, if the product upgrade and price upgrade brought by consumption upgrade cannot be followed up in a timely and effective manner, the distributor's growth will highlight its bottleneck.
When a distributor operates a new brand in a regional market, they often face the situation where the channel network layout is completed, terminal network construction is in place, media communication and promotional activities are carried out in a chain, but product sales are not ideal. Facing this situation, many distributors will waver and question the brand they represent. The reasons why consumer groups do not accept it may be: first, the brand's influence is insufficient, it cannot enter the consumer's mind, and consumers do not pay attention; second, the manufacturer's support policy is still not in place, and investment should continue to increase. At this time, distributors will ask provincial marketing managers for policies. After the policy is in place, some distributors, in order to quickly recover funds, will increase channel incentive policies, even using all the policy support from the manufacturer into channel incentive policies.
Provincial marketing managers should know that the distributor making such a decision is a wrong decision, and it may eventually lead to an uncontrollable situation, and the price system may face collapse. What should provincial managers do? How should the provincial marketing manager tell him that the consequences of doing so are fatal to the market, and the direct result is the chaos and collapse of the entire price system? The provincial marketing manager can say, "Mr. X, I can do it the way you said, but doing so may not make your company's sales reach your expectations. Although this plan will temporarily play a role in channel incentives, it will ultimately have a strong destructive effect. I have an idea: you can have your business manager and me go down to the front-line market together to deeply understand the performance of that regional market and why downstream distributors are not cooperating. I think what really promotes sales growth is not doing such a strong channel incentive policy, but finding out the crux of why the market is not moving and why downstream distributors are not actively promoting market progress."
This is the work method that provincial marketing managers must master: find the crux of the problem, then find the correct method to solve it.
The ability to solve problems is an important reference for whether one is competent as a provincial marketing manager. As a provincial marketing manager, facing various complex problems in the market, you must be able to quickly find solutions and implement them in place. This is also a basic requirement for your superiors to put you in this position, and it is a main assessment indicator for you to gain the trust of your superiors.
Therefore, when facing any uncertain problem, you must think from different angles:
Where is the root cause hindering sales performance growth?
What means and policy resources are needed to solve it?
Why is the regional market placed in a strategic core position in the planning of superiors?
What is the biggest concern of superiors about the regional market I am responsible for?
How can I use actions to resolve these concerns?
Only by considering similar issues from the perspective of superiors can you correctly grasp the essence of solving problems, which is also the foundation for provincial marketing managers to gain full trust from superiors.
During my tenure as a manager in charge of marketing management for a large white liquor marketing enterprise, I summarized a set of work pre-inspection system methods for provincial marketing managers to improve their problem-solving abilities.
That is the "Six Definitions - Six Focuses" method. The so-called definition is to clearly distinguish the nature of work in terms of priority, difficulty, and urgency. The so-called focus is to find the crux and core of the problem, break down the problem, and focus on solving it.
Six Definitions:
Define the focus of each stage's work, which are primary and which are secondary? Can we focus on the main contradiction of the work in this stage and concentrate on breaking through it? Can the secondary be ignored? If not, how to complete it?
Define whether we have truly grasped the key point of the problem? Can solving the problem according to our plan achieve a good result? If we only see the surface of the problem, can the result of solving the problem meet expectations?
Define where to start in solving the problem.
Define when to do it.
Define who will do it.
Define what strategy to adopt and how to do it well.
Six Focuses:
Focus on important work.
Focus on rationalized processes.
Focus on systematic marketing solutions.
Focus on simplifying complex problems and streamlining simple problems.
Focus on reasonable work plans.
Focus on correct strategies and methods.
II: Grasping the Main Line
Provincial marketing managers have many things to manage every day, and they are also very complicated. There are a lot of things: the daily work plan arrangement of each member of the business team, the check of performance achievement, the diagnosis and training of business personnel's marketing skills, the recruitment of promotional personnel and training of promotional skills, the diagnosis and solution of market problems, coordinating with distributors to handle market legacy issues, visiting distributors and terminal inspections, reporting to superiors, etc. If provincial managers do not master effective work methods, they will definitely be exhausted by these complicated and disorderly things, with tight nerves and irritable mood, and no matter what they do, they will not be handled properly or satisfy themselves, and they will not be able to grasp which things should be done most and which things are not worth the effort.
In fact, this situation should be a typical work symptom faced by most provincial marketing managers at present. Although most companies with standardized management now use some daily management tools to monitor the work dynamics of provincial marketing managers every day, week, month, and quarter, and superiors should give timely guidance, feedback, and tracking. For example, through the establishment of an OA system management platform, the company requires each provincial marketing manager to fill in a daily work report every day, fill in the summary of last week's work plan and next week's work plan every week, write a work summary and next month's work plan every month, and some companies also hold monthly and quarterly meetings. However, a large part of companies ultimately do not get good results from the implementation of this system.
Why? Provincial managers often question whether the superiors have read the reports we fill in every day? Because after submitting the reports, there is no timely feedback. Even if the superiors read them, most of them are just going through the motions, and they cannot get the attention and guidance of superiors in the first time. Superiors will also think that these provincial marketing managers are all experienced and sophisticated, and a large part of the work content in the reports is used to cope with the company's routine work, with mostly false components. If they really check their work according to the plans they filled in, ten out of seven or eight will be exposed.
This is the situation where on the surface, the company's management is very standardized, but in fact, because marketing personnel at every level do not implement the system thoroughly, the internal management and external work of the company are always in a mess. This is also one of the main reasons why many provincial marketing managers have the typical work symptoms listed above.
In my more than ten years of marketing combat experience, through my own marketing experience, combined with the marketing managers at different levels I have contacted, I have summarized the common work logic thinking habits and performances at the provincial marketing manager level:
They do not carefully study the company's marketing strategic planning, do not pay enough attention to the marketing guidance opinions at each stage, and the starting point of work is not placed at the key core required by the company, but according to their own work preferences and personal intentions to promote work progress.
In the process of executing marketing plans, they do not implement the plan from the perspective of promoting the overall market development, but find a breakthrough from the places they are familiar with, ignoring that the unfamiliar places are often the places that need to be broken through first.
Every provincial marketing manager believes in the philosophy of "great things in the world must be done in detail, and difficult things in the world must be done in easy ways." This is not wrong. However, for the focus of work at different times and stages, there should be a correct grasp of what to do first and the nature of difficulty.
Every provincial marketing manager has a habit: daily work is carried out according to the daily work plan, and things not scheduled in the plan are often not paid enough attention, resulting in delays and lag.
Many jobs require provincial marketing managers to master a large amount of detailed information about competitors, and make corresponding marketing strategy adjustments according to competitors' dynamics. However, the current market competition environment is cruel. If you do not consider special circumstances and blindly wait until the information is fully collected before acting, and cannot come up with a response plan in a timely and effective manner, think about what your situation will be?
In every company, there will be factionalism. Provincial marketing managers are easily involved in this factional struggle. Tasks assigned by leaders in the same faction are completed with all efforts. Tasks assigned by leaders not in the same faction are always delayed and shirked with excuses.
Every provincial marketing manager will handle work according to the urgency of the matter.
Every provincial marketing manager has their own way of understanding their market, but in the process of executing the company's marketing plan, some provincial marketing managers always fail to define their relationship with distributors well, often fail to grasp the bottom line, stand in the wrong position, and do things that harm the company's interests.
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The above work logic thinking habits and methods of doing things do not place themselves in the job requirements of a provincial marketing manager who should do things correctly and do the right things. This is not the method for an excellent provincial marketing manager to carry out work effectively.
In any company, the ultimate requirement of superiors for provincial marketing managers is result-oriented. Therefore, in the process of carrying out marketing work, provincial marketing managers should learn to find methods and grasp the main line to seek solutions.
In the previous chapter, we discussed how to find methods. Now let's see how provincial marketing managers should grasp the main line in marketing work?
Mao Zedong said in "On Contradiction": "In the process of development of complex things, there are many contradictions, among which there must be one main contradiction. Its existence and development stipulate or influence the existence and development of other contradictions." In marketing work, provincial marketing managers face a main contradiction every day. This contradiction is actually the main line problem in work. If this main line problem is handled well, other work will be solved easily. When a regional market is about to be launched, but there is no specific marketing guiding ideology or plan, and no matching organizational resources or policy resources are invested, then the determination of this specific guiding plan and the supporting system is the main line in work. When the company requires each provincial branch to further refine positions to meet the challenges of the new situation, the recruitment of each position is the main line of work for provincial marketing managers. When the company requires the sales target for the next stage, the sales collection of distributors in the market and the development increment of new distributors are the main line of marketing work.
Every provincial marketing manager must make it a work habit to determine the main line of work for each day, week, month, quarter, and year. As long as you grasp the main line problem of marketing work, the work can be carried out in an orderly manner. Before each marketing work is carried out, provincial marketing managers must clarify and sort out what the main line of marketing work should be, and start from here to find solutions to problems.
To achieve this, provincial marketing managers need to first examine a few questions:
- Who am I, what are my job responsibilities, and where do I want to go in this position?
Provincial marketing managers must clarify their responsibilities, always carry the dream of career growth, and strive for their future career to reach the height they expect. In this way, with a clear career positioning, they will focus on this goal.
- What work do I want to do in this position?
Many provincial marketing managers are promoted from excellent front-line business personnel, but in the position of provincial marketing manager, they still cannot jump out of the thinking of business personnel and are not clear about how to do it in this position. Although the company has taught them some skills and methods for being a provincial marketing manager, in actual operation, they still cannot control the market and the team. If a provincial marketing manager is not clear about what to do in this position, then this provincial marketing manager is definitely not qualified. Therefore, as a marketing person in this position, you must understand your role. Only by understanding your role can you make an effective deployment plan for marketing work, effectively use the rights in your hands to guide the team's marketing operations, and know how to judge which work should be the main line of marketing work.
- Among the marketing work to be done, which ones can bring me continuous growth in performance?
Hu Xueyan, a red-top businessman, said: "If you have the vision of a county, you can do business in a county; if you have the vision of a province, you can do business in a province; if you have the vision of the world, you can do business in the world."
As a provincial marketing manager, you must have strategic vision and be able to identify which marketing work can bring continuous growth to future performance. Then, focus your main energy on these main tasks that can bring growth to your performance.
- Among the marketing work you do, which ones can bring you the satisfaction of personal growth driven by the embodiment of value?
Provincial marketing managers should understand one thing: by leading the success of an important marketing work, while embodying personal value and driving personal growth, we also gradually build our advantageous life. This will give us a motivation to keep growing upward, driving us to continue to work hard and struggle along the main line of marketing growth.
In this way, through the examination of the above four questions, every provincial marketing manager will have a basic reference system in determining the main line of marketing work in the market operation process, thereby helping themselves find the key point of work.
What should be the specific path for provincial marketing managers to determine the main line of marketing work?
Look at a case: Wang Ming is a business manager of a large white liquor marketing enterprise, mainly responsible for the two markets of Tangshan and Qinhuangdao in Hebei Province. His main job responsibilities are: responsible for the investment promotion, maintenance, supervision, and guidance of distributors in the regional market according to the company's guidance strategy for terminal network layout; execute the company's sales policy and supervise distributors to collect payments; complete the sales indicators at each stage; according to the company's marketing strategic planning, formulate marketing plans for the Tangshan and Qinhuangdao markets and be responsible for execution; responsible for the training, management, and guidance of two business directors, ten promotional personnel, and two group purchase specialists, and responsible for supervision and assessment; responsible for market research in the Tangshan and Qinhuangdao markets, do a good job in market forecast analysis, and put forward reasonable market suggestions; do a good job in the management of distributors, etc.
Wang Ming, due to outstanding performance, became a star employee in North China for three consecutive quarters. During this period, the Liaoning market, due to chaotic market management order, frequent cross-regional sales problems, distributors complaining, not cooperating with the company's work plan, the entire marketing team was lax, no one obeyed anyone, the whole market was a problem market, and the provincial manager was forced to leave. In this situation, the Liaoning market needed to arrange a new provincial marketing manager. After assessment and team research, the company leaders decided to transfer Wang Ming to the Liaoning market to be responsible for the management of the entire market, hoping that Wang Ming could lead a marketing team with strong execution and passion, sort out the problems in the Liaoning market, and find strategies and means to achieve sales growth in a short time.
For Wang Ming, this is a turning point in his personal career and also a challenge. Facing such a problem market, what should he do?
Wang Ming was somewhat confused.
Confusion 1: As a business manager directly promoted to the provincial marketing manager position, the job responsibilities and functions are very different from those during the business manager period. Business managers focus more on business skills, while the current provincial marketing manager focuses more on plan management, process management, organization management, and even regional market strategic management, with higher requirements for management skills. How can I successfully achieve role transformation?
Confusion 2: Facing such a large regional problem market, there are problems everywhere. Where should I start and cut in to find an effective solution?
Confusion 3: With what mentality and actions will the marketing team in the Liaoning market face the new provincial marketing manager?
Confusion 4: In terms of ensuring the achievement of performance indicators and the sorting out of market norms, which aspect should be focused on? How to balance the relationship between the two?
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Wang Ming found his direct leader, Jiang Huaming, the North China regional director, and described his many confusions one by one, hoping to find a way to solve his doubts from the leader.
Regional Director Jiang Huaming, after all, is an old hand in workplace marketing management. He understood the confusion of his beloved general and gave Wang Ming the following guidance and analysis on the specific path to determine the main line of marketing work:
First: In defining the problems existing in the market, we must find a main line from the many problems in the market, determine the priority of things, and distinguish the important from the urgent. This is the basis for every provincial marketing manager to solve problems.
Second: After determining the main line of marketing work, the provincial marketing manager must have a work promotion schedule and deploy work according to this recommended schedule.
Third: We must "plan before acting." Communicate your ideas with the members of the company's marketing team, and require everyone to make their own judgment on the leader's ideas from their own perspective.
Fourth: Facing such a complex problem market, do not be impatient, and be sure to control your emotions.
Fifth: Before making any market decision, you must have sufficient facts and data support, otherwise do not make this decision.
Sixth: Make plans around the main line problem in marketing work, and implement them in full accordance with the plan.
III: Focusing on the Big Picture
Provincial marketing managers have pressure from sales performance indicators every day, week, month, quarter, and year. As a provincial marketing manager, the achievement of sales performance indicators is always an important indicator to measure the quality of your market operation. No matter what, in this position, the ultimate solution is whether the performance number is achieved or not.
Many times, some provincial marketing managers have found the main line to solve marketing work problems and pushed forward according to the specified strategy, but when they review why these works have not brought us the expected performance growth, they will find that the work they have done does not help much in solving the main line problem of marketing work. This is a headache for many provincial marketing managers.
Why is this? I think it is because these provincial marketing managers have not deeply understood the company's overall marketing strategic guiding ideology and have not unified their pace with the regional marketing guidance policy. They should focus on the big picture and pay attention to the content at the level of the company's overall marketing guiding ideology. When the main line of marketing work we have determined appears fragmented, if we cannot grasp it accurately from the company's marketing strategy level, provincial marketing managers should examine whether the goal of this main line is correct? Does it really conform to the company's strategic policy? If there are problems, should provincial marketing managers consider: What is the meaning of doing this? Should we still focus on this and continue to implement it?
Provincial marketing managers should often review the work they execute. They should review how much help the main line of marketing work you have determined will bring to improving the overall marketing work. In the process of going deeper along the main line of marketing work, is the work being carried out the most important at the current work stage? If it is not important, should it be corrected and improved in a timely manner?
Therefore, for provincial marketing managers, before determining the main line of marketing work and putting it into action, they must clarify whether their goals are consistent with the company's vision and whether they are willing to grow together with the company's future development.
Mao Zedong said in "Strategic Problems of China's Revolutionary War": "As long as there is war, there is the overall situation of war. The world can be an overall situation of war, a country can be an overall situation of war, an independent guerrilla zone, a large independent combat aspect, can also be an overall situation of war. Anything that has the nature of taking care of all aspects and all stages is the overall situation of war."
Marketing war needs an overall situation of marketing war. The overall situation of the provincial marketing manager's career war must set a vision plan related to their career planning. On the road of career growth, they must focus on the big picture, not only the big picture of life, but also the big picture of the company's marketing strategic planning, the big picture of the region, and the big picture of the provincial market. The four big pictures cannot be separated. If you want to gain something in the marketing career war, focusing on the big picture will be an important dimension to increase the thickness of your life value and a cornerstone for you to carry out work effectively.
The six-step rule for provincial marketing managers to cultivate "focusing on the big picture":
Each provincial marketing manager should regard the provincial market as a "big picture," refine the various assessment indicators, and decompose them into each regional market and each marketing personnel. For each indicator to be assessed, formulate solutions matching each link and implement them.
Each provincial marketing manager must clearly understand what the marketing work is for, what changes or adjustments should be made in the current marketing work, and where to start? What obstacles should provincial marketing managers pay attention to, and how do these factors affect the achievement of goals? What resources are needed to support the completion of these marketing tasks?
Each provincial marketing manager should focus on the big picture, concentrate on the ultimate achievement of performance goals, and build a team with cohesion and centripetal force.
Each provincial marketing manager should ask themselves every day: In the industry I am engaged in, am I professional enough? They should continuously improve four abilities: foresight, conception, discussion, and the ability to adapt to contradictions, so as to further shorten the gap on the road to professionalism in the industry.
Each provincial marketing manager should be stricter with themselves and implement the "four commitments system." Make a commitment to superiors, a commitment to customers, a commitment to themselves, and a commitment to subordinates.
Each provincial marketing manager, under the premise of grasping the big picture, should learn to focus and concentrate on marketing work.
IV: Controlling Time
Provincial marketing managers, as managers, most will think that plan management is the beginning of work, which is not wrong. But when provincial marketing managers reflect on their work, they can pay attention to how many of the plans they set are actually effectively implemented? In most cases, it is not that the work plan is not comprehensive or detailed, but that there are loopholes in time management.
Let's look at a day's work plan of a provincial marketing manager:
Morning Meeting
8:30 Morning meeting
Participants: business manager of famous cigarette and liquor stores, business manager of supermarket channels, business manager of catering channels, group purchase manager, salespersons, promoters
Meeting host: provincial marketing manager
Meeting procedure:
A. Each marketing personnel reports the arrangement and deployment of today's work plan according to the submitted "Daily Work Plan"
B. The provincial marketing manager gives guidance and help on the market problems existing yesterday, the work requiring company cooperation, and the market problems and solutions just proposed by each marketing personnel
C. The provincial marketing manager sets up a work performance star every day, summarizes their excellent experience, and proposes correction plans for the problems existing in the business team.
D. Under the host of the provincial marketing manager, marketing personnel in each position coordinate internal affairs.
E. The provincial marketing manager browses the promoter's work report from yesterday and listens to oral reports
F. The provincial marketing manager points out the shortcomings and problems of the promoter's work and puts forward requirements
G. The provincial marketing manager conducts training on enterprise knowledge, product knowledge, promotional skills, etc.
All marketing personnel adjourn
Daily Work Plan Implementation
The provincial marketing manager implements the "mentor system." Today, coordinate with the business manager of the famous cigarette and liquor store channel to inspect the front-line terminal market.
According to the work plan, the first stop is to visit a core cigarette and liquor store of the company to understand the progress of the counter display activity, and guide the business manager to strengthen display skills. Give the business manager an on-site training: how to strengthen display skills.
The second stop is to visit a chain famous cigarette and liquor store. Because of the display fee issue, the business manager has not carried out the prize display activity in this system. The provincial marketing manager personally conducts fee negotiation and reaches business cooperation by changing the cooperation model. - Let the business manager learn: how to effectively negotiate with the owner of a famous cigarette and liquor store;
Noon
Visit a medium-sized famous cigarette and liquor store. This terminal has already carried out the display prize activity, and is also carrying out the "gift Sinopec gas card" activity for consumers, with good results. ------ Enlightenment for marketing personnel: the supporting promotion of activities is better than a single activity form.
The provincial marketing manager checks the implementation of the activity; evaluates the effect of the activity;
Afternoon
A famous cigarette and liquor store requests to do in-store light box advertising, and the provincial marketing manager coordinates with the business manager to evaluate on site;
A famous cigarette and liquor store plans to hold a small tasting session for the public security, procuratorate, court, and judicial system, hoping to get some support, and coordinates and supervises the business manager to implement it together.
The provincial marketing manager, through the business manager, arranges a secret promotion with a large famous cigarette and liquor store, asks about the sales situation and the development of competitor promotional activities. Cash out last month's commission and put forward work suggestions;
Evening Meeting
18:00 Evening meeting
Participants: business manager of famous cigarette and liquor stores, business manager of supermarket channels, business manager of catering channels, group purchase manager, salespersons
Meeting host: provincial marketing manager
Meeting procedure:
A. Each marketing personnel reports the implementation of the day's main work and the problems found in the market one by one according to the "Daily Work Plan";
B. The provincial marketing manager proposes solutions to the problems in each marketing personnel's report, and difficult problems are left for the next morning's meeting to give solutions;
C. The provincial marketing manager summarizes, praises the good aspects, criticizes the aspects that need improvement, and gives basic solution suggestions.
D. The meeting ends.
Self-summary
Sort out the difficult problems that appeared in the market during the day and think about solutions;
Record some typical problems in promotional activities raised by customers.
Conduct monthly work performance assessment for marketing personnel above the business manager level;
Check the reported salary table of marketing personnel
Summarize the overall progress of today's work, reflect on what aspects need attention in managing the team, draft today's work summary and tomorrow's work plan, and upload to superiors on the company's OA system.
From the above, it can be seen that this is a typical work plan implementation situation of a provincial marketing manager. Although it looks a bit cumbersome, from beginning to end, from the morning meeting to the evening meeting, it has already shown the importance of a provincial marketing manager finding the right work method, grasping the main line, focusing on the big picture, and arranging time reasonably in order to carry out work effectively.
Therefore, as a provincial marketing manager, you must clearly know that controlling time is based on the premise of finding the right method, grasping the main line, and focusing on the big picture. Only when the first three items are not deviated can you ensure the deployment and arrangement of time to grasp the rhythm of marketing work promotion. The provincial marketing manager in the case is well versed in that work summaries and work plans are the main management tools to make up for time loopholes and reduce time waste, and leads by example, requiring subordinates to also control work time through plan management.
In addition to controlling time through plan management, we will also notice that the provincial marketing manager in the case has a strict self-discipline work attitude and a teaching-by-example work method, which not only reflects a spirit of dedication and professional demeanor, but more importantly, he knows how to use the resources around him, coordinate with subordinates to carry out work, and let the resources around him and subordinates jointly generate value. This is the key point for this provincial marketing manager to carry out work efficiently and deeply, and it is also the essence of management that he truly understands and grasps what Drucker said: "Do important things, not urgent things."
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