Aug 25, 2026 · 30 min · 9 segments
Most founders say they hate the chaos. Most founders also create it. When everything gets labeled urgent, the label stops meaning anything. Adrienne and Emily get into why urgency becomes a…
Adrienne DorisonHostEmilyHostYeah.
So I think a lot of times we think that urgency is, like, not our own creation.
Yeah
Yeah, 'cause nothing matters, so
Nothing actually matters, and I was actually talking to my brother about this recently.
It's like when everything is im- when everything is urgent, actually nothing is urgent, is the other piece.
Yeah.
'Cause that's the cul- that's just the culture that you've created, and so then when, like, when urgency is the norm, like when everything is urgent, nothing, nothing is urgent because I, this is just my normal workflow for you, you know? So, like, it's not me actually elevating any importance to this because it's just gonna be same level of urgency next week.
Yeah.
You know? And it's like how much of that is actually self-induced by us as leaders, and how much of that is self-induced so that we can feel a sense of importance, like, so that we are needed.
Because a lot of times we're the ones creating the urgency, but then, like, we're also the ones that are the bottleneck to moving things forward.
Yeah.
It's like, like when everybody's waiting on us to make a decision, it's like, well, we kinda created that environment, and it creates this, like, cyclical nightmare for everybody, right? Because nobody enjoys operating in an urgent environment.
But for some reason, most people create environments of urgent emergencies, fires popping up all the time that we handle as fires, or we come in and we're like, "We're the firefighter.
Yeah.
And, like, one of the things that I took away from my corporate career was that everybody thought we were creating oxygen.
Yeah.
I was like, "You guys know that, like, nothing here is actually an emergency." But they treated everything as if, "Oh my God, like, you have to answer this right now, answer this phone call, be here at this meeting, get to the mill." Like, I worked in paper mills, okay? So everyone...
Like, part of the problem in that environment is that it runs 24 hours a day, 365 days a year.
Yeah.
So I think a lot of times we think that urgency is, like, not our own creation.
Yeah
Yeah, 'cause nothing matters, so
Nothing actually matters, and I was actually talking to my brother about this recently.
It's like when everything is im- when everything is urgent, actually nothing is urgent, is the other piece.
Yeah.
'Cause that's the cul- that's just the culture that you've created, and so then when, like, when urgency is the norm, like when everything is urgent, nothing, nothing is urgent because I, this is just my normal workflow for you, you know? So, like, it's not me actually elevating any importance to this because it's just gonna be same level of urgency next week.
Yeah.
You know? And it's like how much of that is actually self-induced by us as leaders, and how much of that is self-induced so that we can feel a sense of importance, like, so that we are needed.
Because a lot of times we're the ones creating the urgency, but then, like, we're also the ones that are the bottleneck to moving things forward.
Yeah.
It's like, like when everybody's waiting on us to make a decision, it's like, well, we kinda created that environment, and it creates this, like, cyclical nightmare for everybody, right? Because nobody enjoys operating in an urgent environment.
But for some reason, most people create environments of urgent emergencies, fires popping up all the time that we handle as fires, or we come in and we're like, "We're the firefighter.
Yeah.
And, like, one of the things that I took away from my corporate career was that everybody thought we were creating oxygen.
Yeah.
I was like, "You guys know that, like, nothing here is actually an emergency." But they treated everything as if, "Oh my God, like, you have to answer this right now, answer this phone call, be here at this meeting, get to the mill." Like, I worked in paper mills, okay? So everyone...
Like, part of the problem in that environment is that it runs 24 hours a day, 365 days a year.
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