Grid Prioritizing  The theoretical part of Grid Prioritizing involves the practice of listing your goals alongside the factors that represent the organizational missions, goals and objectives, values, and culture. Coming to the practical part of how the process is conducted involves making a grid or a chart that represents the consists of your goals and these mentioned factors. These factors include positive financial impact, long-term oriented benefits, or simple things such as employee management. Now with the constructed Grid or a chart, on the scale of your choosing, you'll give each of the listed goals and objectives a score, meaning you'll give a score, let's say, on a scale of 1-10 and grade for each key factor.  Let us consider one goal on your list that might include reducing your project's budget. On a scale of 1-100, you rate it 90 based on financial impact and 10 in terms of employee satisfaction. These financial impacts and employee satisfaction refer to the key factors based on which you would rate the respective goal or objective.  This financial impact refers to the impact of the project on the organization, and employee satisfaction is rated less because of lesser benefits after the completion of the project due to cutting down of the budget. Once you have completed the grading, tally the scores for each factor, then rank your goals from the highest to the lowest scores. The result is a holistic, ascending order of how your goals might affect the organization. Different grid styles help us accomplish Grid Prioritization The Eisenhower Grid  1-3-9 Prioritization Grid Effort Impact Grid  Quadrant Prioritizing  Quadrant prioritizing is determined to categorize goals and objectives based on their importance and priority levels. The quadrant prioritizing works best when you need an overlay of what goals you need to be accomplishing first and which can wait.  Top priority objectives require to be completed as soon as possible. Well, obviously, some objectives might become impossible to address or complete if they are let go at an early stage. They're often goals you must complete in a rush and first whilst managing elevated stress levels of the employees and the manager, and they're often unexpected, easier said than done. This method takes the edge of completing the top priority objectives and also helps in prioritizing your goals and objectives.  Important goals, on the other hand, are objectives that directly contribute to your company's future well beyond your short-term goals. Rather than the stress levels to extinguish now, these goals or objectives start slowly today and may lead to the accomplishment of it in the long run.  To construct a quadrant diagram, one must draw a square-like figure. Upon drawing the figure, divide that square into four quadrants, meaning four equal parts, and label the bottommost two as not so important and the top two most important."  Coming to the left and the right region of the divided square, label the left region of the square as urgent and the right side of the square as not urgent matters.