Note to future self: Beware of fake urgency

Overview
The author reflects on the temptation to create artificial urgency in teams because it often yields quick results. He warns that while fake urgency can push people to act, it erodes trust, damages morale, and leads to burnout over time. Sustainable performance comes from honest communication about real constraints and clear prioritisation.

Key Takeaways

• Avoid fabricating urgency as a manipulation tactic.
• Genuine urgency should arise from real constraints, not artificial pressure.
• Teams respond better to transparent timelines and clear priorities.
• Recognise the long-term cost of trust erosion when fake urgency is used.

Who Would Benefit

• Engineering managers leading development teams.
• Technical leaders responsible for product roadmaps.
• Project managers coordinating cross-functional work.
• Anyone looking to improve communication and trust with their teams.

Frameworks and Methodologies

• None specific, but aligns with transparent leadership principles and Agile emphasis on realistic sprint planning.