Now that you've learned to separate signal from noise, it's time to put those filtered priorities into motion. Knowing what matters is only half the battle—you also need to know when to act on each item. This unit focuses on sequencing: the art of ordering your work so that each step builds on the last, risks are managed early, and momentum carries you forward instead of stalling out.

Big goals can feel overwhelming when viewed as a single monolithic effort. The antidote is phasing—breaking your solution into distinct stages that each deliver something meaningful and set up the next stage for success.

Think of phases as chapters in a story. Each one has a clear beginning, a purpose, and an end point. For example, if your goal is to learn a new skill, your phases might look like:

• Phase 1: Research and gather resources
• Phase 2: Practice foundational techniques
• Phase 3: Apply the skill in a real-world project.

Each phase produces a tangible output—collected materials, practiced techniques, a completed project—before you move on to what comes next.

The key is to avoid the temptation to do everything at once. Phasing creates natural checkpoints where you can pause, assess, and adjust. It also makes communication easier because you can say, "I'm in phase two, focused on practice" rather than offering a vague status update. When you break work into logical phases, you give yourself permission to focus on one thing at a time.

Even with well-defined phases, the order of individual tasks within and across phases matters enormously. Dependencies are the relationships between tasks that dictate what must happen before something else can begin. Ignoring them leads to bottlenecks, rework, and frustration.

To identify dependencies, map out your tasks and ask two essential questions: "What does this task need as an input?" and "What does this task produce that others need?" Through this exercise, you might discover that a task you assumed could happen anytime is actually blocking three other items. Alternatively, you might find that two tasks you planned sequentially could actually run in parallel, saving valuable time.

Let's see how this plays out in a conversation between two friends planning their weekend:

• Jessica: I want to start packing my backpack today—that's the part I'm most excited about.
• Dan: I get it, but have we decided which trail we're taking? What you pack depends on that.
• Jessica: Not completely. We're still waiting to see what the weather will be like.
• Dan: So if we pack now and the weather changes, we'd have to redo everything. What if we check the forecast first and use that as the foundation?
• Jessica: That makes sense. Once the weather is clear, packing will go faster anyway.
• Dan: Exactly. Let's knock out the dependency first, then you can dive into the part you're excited about with confidence.

Notice how Dan helps Jessica see that her eagerness to start on the most appealing task could lead to rework. By identifying the dependency—that packing relies on knowing the weather—they resequence the work to avoid wasted effort. This kind of conversation is at the heart of strategic sequencing.

Once you've phased your work and mapped dependencies, you still face choices about what to tackle first within those constraints. This is where risk and impact become your guides. A useful rule of thumb is to prioritize tasks that are high impact and low risk early in your sequence. These are quick wins that build momentum and demonstrate progress without betting everything on an uncertain outcome.

You can also think about risk in terms of uncertainty. If a task's outcome is highly uncertain, consider tackling it earlier rather than later. The reasoning is straightforward: learning what doesn't work early gives you time to pivot. If you save the riskiest task for the end and it fails, you may have no runway left to recover. This approach is sometimes called de-risking—deliberately sequencing work to surface problems when there's still time to address them.

A practical approach is to ask three questions about each task: "How much does this move us toward the goal?" to assess impact, "What could go wrong?" to evaluate risk, and "What will we learn by doing this?" to determine information value. Tasks that score high on impact and information value—especially if risk is manageable—often deserve earlier placement in your sequence.

By combining phasing, dependency mapping, and risk/impact prioritization, you create a sequence that isn't just logical but also resilient. You'll know not only what to do but why you're doing it in that particular order—and you'll be able to explain that reasoning clearly to others. In the upcoming role-play, you'll have a chance to practice these skills in real time by working through a scenario where you need to explain your sequencing choices to a teammate, defending why certain tasks come first and how dependencies shape your plan. This is where the concepts become practical habits.