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Elephants don’t forget 20151128
- 1. 11/28/2015 1 Reference: From the Movie Horton hears a who
- 2. A new revolution for managing data Your Goals Professional Personal Action Part I: Setting Goals Part II: Staying Focused Part III: Execution of Actions Questions 11/28/2015 2
- 3. 1. Your Daily Plan is on one sheet of paper 2. Plan by entering Quick Lists on your Daily Plan 3. Capture new important information Be careful, there’s lots of important information 4. Do this consistently, every day 11/28/2015 3
- 4. Teristics SoA Performance Thought Capture Thought Processing Thought Execution 2. Science-of-Action a) Deliberate Planning b) Continuity c) Cogitation d) Continuous Improvement e) Creativity f) Strategy g) Simplicity and Reliability 1. Thought Incubation 2. Capture Important Information 1. Thought Discipline 1. Situational Awareness 2. Decision Making 3. Locus of Control a) Self Efficacy b) Self Esteem 4. Automaticity 5. Expectancy Determines Outcome 3. Codify as you capture 3. Mental Practice GoReady Set Wn: Due: Mt: (Timing) (Clear Motivation) (Trust)
- 5. • Setting a goal is different for everyone • Your probabilities of success greatly increase when you write your goals down • They are typically a major undertaking • You always start with a detailed plan 11/28/2015 5
- 6. Goals are really more like defining a mission Create a roadmap (your detailed plan) Mission Vision Goals Objectives Strategies Tactics Tasks 11/28/2015 6
- 7. Why are you setting your goal (mission)? A mission is a top level and unique special assignment, reason or purpose given (that which you believe or are assigned to believe). 11/28/2015 7
- 8. Begin with the end in-mind and visualize achieving the mission. State the significance of the mission once realized (statement noting that when achieved, what difference it will make and what are the images of the mission you’re seeking to create). 11/28/2015 8
- 9. Your mission may actually have many goals List out each distinct top level goals of the mission. One or more targets that the mission intends to accomplish based on review of Mission andVision. 11/28/2015 9
- 10. What level of performance is required? List out any measurable top level steps of each of your goals. One or more measurable steps supporting each goal defined (what top level steps should be taken to achieve each of the goals). 11/28/2015 10
- 11. What options or strategies are available to you? One or more approaches chosen to achieve each objective defined (list the different approaches possible to achieve each of the objectives). 11/28/2015 11
- 12. What has worked best in the past? One or more activities that supports each of the strategies defined (list the activities required to achieve each strategy). 11/28/2015 12
- 13. List out all known actions that will be executed on (over time). Tasks are one or more discrete, achievable steps that are apart of achieving your mission. 11/28/2015 13
- 14. You now have a roadmap. How do you ensure that it gets achieved? Stick to your plan Improve your plan as you go Capture important information as you go Execute your plan when the time is right 11/28/2015 14
- 15. What’s Important Information that’s important to your goals What’s Next Stuff that you should, shall and want to do next. 11/28/2015 15
- 16. It’s any information that: you want you need helps you get your stuff done if you don’t have will cause delay helps your thinking and reasoning you know you’ll forget, but shouldn’t. 11/28/2015 16
- 17. Task/actions that you should, shall and want to do next. 11/28/2015 17
- 18. 11/28/2015 18 Electronic Person to Person Ideas Expectations DSheet Reticular Activation System
- 19. All Possible Info Important Info (Goals,Actions,Thoughts, etc). Info you should, shall & want to do in future What you Can Do NOW Mt: Due item List (Due:) 19 Wn: Due: What’s Next list (Wn:) Meeting list (Mt:)
- 20. All Possible Info In DSheet YourToday List Mt: 20 Wn: Due:
- 21. 21 II: = Wn: Due: Your Lists, Any List: Yes No Review Daily Review Daily Review As Needed Mt:Review Daily Rc:Review Frequently Future Value? Discard, do nothing Review Frequency?
- 22. Any way you want You could set just by changing QL i.e.,Wn:111 or Hot:11 ▪ 3 ‘1’s = high priority ▪ 2 ‘1’s = medium priority ▪ Etc. 11/28/2015 22
- 23. • Statistics show that if you don’t capture important information within 24 hours you have only a 5% chance of accurately recalling it in the future. Lost information costs you time, money, creativity as well as opportunity. 11/28/2015 23
- 24. Reference: From the University of Waterloo Counseling Services 11/28/2015 24
- 25. Deliberate Planning Continuity Cogitation Continuous Improvement Creativity Strategy Simple and Reliable 11/28/2015 25
- 26. Commit to planning your initiatives on a daily basis. Only a few minutes a day will focus your thoughts on what you feel is important. 11/28/2015 26
- 27. Learn how to stay continuously connected to that which is important right now This will help you maintain your perspective and focus with your important information over time. 11/28/2015 27
- 28. Persistent review of your important information (over time) This means concerted thought, reflection, meditation and contemplation on your important information on a daily basis. 11/28/2015 28
- 29. Improve your existing important information as you go Improve your existing thoughts and important information such that they become useful resources to you now or at some point in the future. 11/28/2015 29
- 30. Aggregate your important information within unique lists which, when recalled, enable, posture and facilitate creative thinking while you're executing the necessary actions required to achieve specific initiatives. 11/28/2015 30
- 31. Deploy strategy to your important information ensures that each relates to a top level initiative and can be recalled within seconds when needed for executing tasks related to the initiative. 11/28/2015 31
- 32. Develop a system that’s both simple and reliable As technology often isn't reliable having a daily planning sheet, something to record your thoughts on, offers a simple and reliable method toward managing your important information. 11/28/2015 32
- 33. Timing Is it too early to execute on the action? Clear Motivation Is your motivation for executing the action clear? Trust Does it feel right? 11/28/2015 33
- 34. Each moment provides a potential opportunity within it. Be ready to captureWhat’s Important. Develop excellent organizational skills. Develop a system that lets you always be ready, prepared, informed, on the ball. Execute good decisions using that which you’ve captured. 11/28/2015 34
- 35. StrategicVernacular ▪ Clear Structure for Planning ▪ Top level planning within Mission Plans List Generator ▪ QuickActionVerbs ▪ Keyword Driven Data Sheet or ‘DSheet’ ▪ Daily Plan 11/28/2015 35 Day List (any day) Call List Calendar List Buy List Gift ListVIP List Any List You Want On Your PC, Your Phone or this DSheet
- 36. 11/28/2015 36
- 37. 11/28/2015 37
Editor's Notes
- If Qn: Why do you need a plan? A: the same reason we need a business plan. Although we may not use it the thought process of vetting through all the criteria for creating a business that leads us toward better decisions about our time and money. Without it you’re lost, with it you’re not and are better prepared for the future.
- Horton hears a who
- We all have different levels of expectations.
- Timing
- We all have different levels of expectations.
- Mission: A top level and unique special assignment, reason or purpose given (that which you believe or are assigned to believe). Mission is a one-to-one relationship with Vision. Vision: Significance of the mission once realized (statement noting that when achieved, what difference will it make and what are the images of the mission you’re seeking to create). Vision is a one-to-one relationship with the Mission. Goal: Distinct top level goals of the mission. One or more targets that the mission intends to accomplish based on an analysis of Mission and Vision. Objective: Measurable top level steps of each goal. One or more measurable steps supporting each goal defined (what top level steps should be taken to achieve each of the goals). Strategy: One or more approaches chosen to achieve each objective defined (list the different approaches possible to achieve each of the objectives). Tactic: One or more activities that supports each of the strategies defined (list the activities required to achieve each strategy). Task: One or more discrete, achievable steps that are apart of achieving each tactic.
- Now that you know the purpose for your initiative begin by
- As you go about each day you need only think about that which you feel is important. And, from that which is important, think about what’s next to do. Always keep an ear out for what’s important. Always be thinking about What’s next for you to do.
- As you go about each day you need only think about that which you feel is important. And, from that which is important, think about what’s next to do. Always keep an ear out for what’s important. Always be thinking about What’s next for you to do.
- As you go about each day you need only think about that which you feel is important. And, from that which is important, think about what’s next to do. Always keep an ear out for what’s important. Always be thinking about What’s next for you to do.
- DSheet
- As you go about each day you need only think about that which you feel is important. And, from that which is important, think about what’s next to do. Always keep an ear out for what’s important. Always be thinking about What’s next for you to do.
- Statistics show that if you don’t capture important information within 24 hours you have only a 5% chance of accurately recalling it in the future. Lost information costs you both time and money as well as an opportunity. At any moment in your life important information happens. If you don’t capture it then your chances of recalling it in the future is slim. What if you had a very simple system for catching the information within seconds, while it happens. What if your system was also a planning system that automatically generated your plan for you? Equally challenging in our world today is information-overload. Communication between individuals and in any organization is always challenging and today it is compounded by an endless array of distraction. Distractions in the form of email, voice mail, phone calls, text messages, sms, im, voip, etc can pull us away from focus on our important initiatives. Individuals and organizations need a common method for maintaining focus and continuity with their top-level initiatives. As technology is also not reliable Dsheet offers convenient and redundant method which is better and cheaper than anything else on the market today?
- DSheet is a daily planning system based on a newly developed concept called the Science-of-Action (SoA). SoA was developed to help overcome a few of the social challenges facing us today and brought about by the Information Age which distract us from our main goals and initiatives causing us to be less effective. One main challenge SoA deals with is in limiting the amount of distraction from our top level initiatives by enabling better attention and focus on what we want to achieve in our personal or professional lives. Distractions, in the form of email, SMS messages, instant messaging, Internet, phone calls, as well as many other things, all contribute to information overload and may result in less focus on our initiatives pulling us away from the important things in our lives. They can however be limited with a better understanding of the SoA. The principles of SoA are:
- To become effective this sheet should be with you at all times and quickly accessed when an important thought occurs. SoA principles have been incorporated into the DSheet software application available exclusively from this Web site.
- These are the ingredients required for a good decision. Each time you find yourself making a decision ask yourself these 3 things. If you’ve captured relevant important information within your system review it if you need to before making a decision.
- Three main components of Dsheet are the Vernacular, the List Generator and the ‘Dsheet’. Vernacular – Planned for B2B in version - With it all know and have a common organization for planning, have clearer picture of the mission/vision, all goals, main objectives, strategies, tactics down to every task that needs to be completed. All can see how big picture relates to the given task from top to bottom. The List Generator – users very quickly enter their important information using Dsheet QAVs or verbs they define. To increase effectiveness, the use of the QAVs automatically group like information together allowing the user to quickly call up the information when needed and execute, improve or close the action. There is only one common interface and all functionality of Dsheet is generated from one field, the Action field. Simply by quickly classifying your information as you capture it, you can immediately group the information for future use. Any of your lists can be generated on-the-fly then sent to wherever you want it, when you need it to your email, your phone, your printed sheet. And Key to Dsheet is the sheet. It is the guaranteed medium for transition from the mind to your permanent record when your PC or phone isn’t convenient to capture the information. While anyone could simply carry around a piece of paper or post it notes that they write on, the paper alone is not an automatically generated plan composed of all your important information within lists organized so that you know what’s important and what’s next in the next several days. With Dsheet you always have a plan, you’re always prepared – you have a strategy for executing on your important information. [Queue the Lists by clicking thru and stating what they are, first the lists, then the phone, the UI, then the hardcopy sheet] [Queue Dsheet printed copy]
- If Qn: Why do you need a plan? A: the same reason we need a business plan. Although we may not use it the thought process of vetting through all the criteria for creating a business that leads us toward better decisions about our time and money. Without it you’re lost, with it you’re not and are better prepared for the future.
- If Qn: Why do you need a plan? A: the same reason we need a business plan. Although we may not use it the thought process of vetting through all the criteria for creating a business that leads us toward better decisions about our time and money. Without it you’re lost, with it you’re not and are better prepared for the future.