A Sense of Urgency is Cultural—But It’s Fueled by Strategic Relationships

Have you ever noticed that urgency isn't universal? Spend time with ten different organizations, and you'll encounter ten distinct perceptions of what urgency means to them! In some companies, a sense of urgency feels ingrained—every email, every meeting, every decision radiates a palpable need for immediate action. In others, however, thoughtful deliberation, caution, or even complacency define the culture's rhythm. What accounts for this stark difference?

I would argue that urgency is fundamentally cultural, and the tone is undeniably set from the top! It is not merely a product of circumstances or market forces—it is a collective mindset shaped by shared values, norms, and relationships. Importantly, it is nurtured by the depth and authenticity of those relationships.

As I often emphasize in Relationship Economics, relationships are not transactional exchanges; they are strategic assets. They shape not only our professional trajectories but also the speed and agility with which organizations respond to opportunities and threats. How quickly a team or a company moves isn't just about processes—it's about the strength and strategic alignment of relationships at every level, starting with the CEO and the Executive Leadership Team (ELT).

Relationships as Accelerators of Urgency

Consider a typical scenario: a pressing issue arises that requires swift cross-functional collaboration. Organizations with weak internal relationships tend to stall, hesitate, and delay discussions about scheduling an upcoming meeting until everyone returns from their PTOs, vacations, and other priorities. They engage in finger-pointing, avoid responsibilities, and engage in lengthy deliberations. Conversely, companies with well-established, strategic relationships respond differently. They promptly assemble cross-functional teams, share information transparently, and trust each other's intentions and competencies. They move with a purpose!

Why this profound difference? Because strategic relationships amplify trust. And trust accelerates a bias for action.

When relationships are deep and strategically aligned, urgency becomes part of the cultural DNA. People feel accountable not just to organizational mandates but to one another. When there is mutual investment in the success of colleagues and stakeholders, actions are taken more decisively, barriers dissolve more quickly, and collective momentum builds naturally.

The Connection Between Cultural Urgency and Strategic Relationships

I once advised the CEO of a global organization that was struggling with painfully slow execution despite clear market urgency. Their challenge wasn't a lack of resources or skills—it was the absence of strategic relationships across distinct and deeply entrenched silos. Departments operated in isolation, unaware of each other’s priorities and suspicious of one another’s motives.

Our approach was not merely to refine processes or impose deadlines. We intentionally fostered cross-departmental relationships. Through executive symposiums, leadership forums, and open collaborative sessions, these professionals began to see each other not as competitors for resources but as strategic partners.

The shift was profound and tangible. With strengthened relationships, the collective sense of urgency rose dramatically. Decisions accelerated because stakeholders now felt connected to a larger purpose—shared by trusted allies who supported them.

Urgency as a Shared Organizational Commitment

 Urgency isn't about panic or chaos; it’s purposeful action toward strategically important objectives. It involves having the collective wisdom to recognize opportunities and the collective trust to seize them swiftly. 

But how can we culturally embed urgency, especially in organizations where complacency is the norm? Through strategic relationships.

 In organizations where relationship-building is part of the cultural ethos—celebrated and strategically prioritized—individuals naturally recognize and embrace urgency. They understand that delays not only compromise their own results but also directly impact their valued colleagues and partners. Urgency becomes an expression of mutual respect and shared commitment, rather than merely a managerial demand.

Leaders Create Urgency by Investing in Relationships

A strategic leader doesn't just preach urgency; they intentionally cultivate relationships, understanding that the emotional and relational fabric of their teams directly impacts their responsiveness.

As a leader, ask yourself:

• Do you proactively foster strategic internal and external relationships?

• Do you demonstrate urgency by your own responsiveness and commitment?

• Are your relationships structured to encourage transparency, trust, and rapid action? 

If a tangible and visible sense of urgency seems lacking in your culture, the issue might not be motivation or competence, but rather relational deficiency. Foster a culture that deeply values and strategically prioritizes relationships. Incorporate relationship-building into your organizational dialogue. Celebrate leaders who promote internal alignment, external partnership, and strategic engagement.

Relationship Economics in Action: An Urgent Culture

Imagine an organization undergoing a significant strategic shift in response to disruptive market forces. Two potential scenarios arise:

• Scenario A: Relationships are fragile. Information remains siloed, leading to misunderstandings, and urgency feels forced and artificial. Progress stops, opportunities slip away, and employees become disengaged.

• Scenario B: Relationships are strategic. Cross-functional teams align quickly, communicate openly, and execute decisions swiftly. Urgency becomes natural, leading to rapid adaptation, innovative problem-solving, and sustained competitive advantage.

 Relationship Economics dictates the second scenario. By proactively nurturing strategic relationships, organizations foster resilience and agility. When urgency strikes—and it always does—the relational groundwork ensures teams respond instinctively, seamlessly, and effectively.

Practical Steps to Integrate Urgency Through Strategic Relationships:

1. Invest in Relational Development – Regularly host forums and symposiums to enhance strategic relationships and cross-functional connections, both within and outside the organization!

2. Encourage Relational Leadership – Advocate for leaders who regard relationships as strategic assets rather than just networking contacts.

3. Create Shared Accountability—Establish meaningful metrics and incentives that promote collaborative action and mutual accountability, fostering a sense of cultural urgency.

4. Demonstrate Urgency Through Relationships – Show through executive behavior how urgency connects with trusted, proactive relationships, illustrating that being responsive to a colleague’s request equates to responding to organizational opportunity.

5. Get Out of The Way – Many organizations can learn to become more accountable and develop a stronger sense of urgency if you empower them, hold them accountable, and expect mature behaviors. Stop micromanaging and step aside to allow your leaders to address their teams’ sense of urgency, or the lack thereof! 

 Urgency as a Relational Advantage

 Urgency isn't just about acting quickly; it’s about acting quickly together. Strategic relationships elevate urgency from a superficial mandate to a fundamental cultural strength. When individuals feel connected, understood, and trusted, urgency becomes inherent, aligning personal motivations with strategic organizational goals.

Ultimately, a culture of urgency, deeply integrated through strategic relationships, transforms organizations. They become proactive, adaptive, resilient—and driven collectively by relationships that deliver exponential returns.

The question for leaders is clear: Are your strategic relationships strong enough to create genuine urgency? Urgency isn’t just a practice; it’s deeply cultural. At its core, culture is relational.