Make It Actionable
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The document discusses 4 strategies for making situations more actionable: 1) Divide up large projects into specific action steps, 2) Focus on the next step when stuck to regain momentum, 3) Create a new plan when delayed to get back on track, and 4) Dive into a small task when idle to restart progress. The strategies are intended to help take action and make progress when starting, stuck, delayed, or needing momentum.
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Goal
To achieve goals that are failing, first identify problems like procrastination or poor time management. Determine the underlying causes, such as lack of motivation. Find motivational resources like music or books to reprogram yourself, then make a new action plan and start immediately rather than delaying. With self-mastery over time through following these steps, you will see improvements in yourself and increased productivity.
be a great fan: a model for helping others RISE
The document presents the RISE model for being a great fan. The RISE model involves:
1) Recognizing potential in others,
2) Interacting with them to provide feedback and encouragement,
3) Supporting them with attention and resources,
4) Endorsing them to help reach new heights and opportunities.
The model suggests great fans help others reach their desired potential through recognizing them, interacting, supporting, and endorsing them.
Santa & Lean
This document poses 10 questions about Santa's annual process of delivering gifts on Christmas Eve to encourage thinking about Lean principles. The questions cover how Santa facilitates flow, creates value, mistake-proofs his process, standardized quick changeovers, determines takt time for deliveries, establishes delivery standards, builds in quality, eliminates waste, practices continuous improvement, and what it would be like to do a gemba walk with Santa as he visits homes on Christmas Eve. The overall intent is to analogize Santa's gift delivery operation to Lean concepts.
Clt IntroduçãO Lean Thinking
Este documento discute os princípios do Lean Thinking e como podem ser aplicados para melhorar a competitividade das empresas. O autor defende que as empresas precisam se concentrar em servir o cliente, eliminar desperdícios e envolver as pessoas para obter melhores resultados. A Toyota é citada como um exemplo de sucesso ao aplicar esses princípios de forma eficaz.
Welcome to the workshop. We hope you have an enj.docx
Welcome to the workshop.
We hope you have an enjoyable time.
Objectives
Understand the concept of ‘the skinny’
Learn about the high yield factors that make a difference to the change process
Gain key insights that support fast, quality change
Be inspired to apply the ideas in your own workplace
Table of Contents
Overview
Module I The Power of Ready-Fire-Aim 1
Module II The Instructional Core: Secrets Two-Five 7
Module III Love, Trust, and Resistance 13
Module IV All Systems Go 15
Module V Case Studies --
Armadale Public School Case Study 19
Crosby Heights Public School Case Study 23
Closing 27
Glossary 28
Library 30
Motion Leadership Rating Form 31
Please feel free to reproduce and use the material in this booklet with your staff and
others. The important thing is that you actually try out the ideas in a purposeful manner
and build your knowledge through cumulative, reflective practice.
2011
For further information please contact:
[email protected]
© Michael Fullan
This workshop focuses on the new implementation work beyond the Six Secrets of
Change. It introduces some of the key concepts from the book Motion Leadership: The Skinny
on Becoming Change Savvy (Corwin, November, 2009). The idea of ‘the skinny’ is to boil down
the essence of change into the smallest number of key, high yield factors that have high impact
on stakeholder learning. The goal is to a) increase the speed of quality change, and b) to
achieve large-scale or whole system reform.
In terms of the skinny we sometimes call this high yield set of factors ‘simplexity’ which is
to identify the smallest number of powerful factors that make a difference—less than complex,
but not overly simple.
The workshop does not cover the skinny in its entirety but rather is an introduction. The
book itself shows more examples of the skinny in action. We have also developed ‘Motion
Leadership the Movie’ which shows actual film-based situations of motion leadership in action.
The ‘movie’ is available online < http://www.corwin-sinet.com/Michael_Fullan_Info.cfm>.
Key New
Watchwords
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Take the mystery out of complexity
The speed of quality change
Instruction drives data
Whole system reform
The skinny
The Modules Ready-Fire-Aim: Change Savvy
The Instructional Core (Secrets Two-Five)
Love, Trust, and Resistance
All Systems Go
Case Studies
Overview
1
The Power of Ready-Fire-Aim i
This module zeros in on ‘change itself’ and identifies nine insights embedded in
the metaphor ready-fire-aim. It shows how to start change with maximum effect.
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Interview each other as per the questions below:
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Sumit_CHANGE_MANAGEMENT
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Leading Change
The document outlines John Kotter's 8-step process for leading change which includes creating urgency, building a guiding team, developing a vision and strategy, communicating for buy-in, empowering action, creating short-term wins, maintaining momentum, and anchoring changes in the culture. Participants were divided into groups to discuss how each step could be implemented using data, engagement, and sustainability strategies like social media campaigns, newsletters, awards programs, and annual reports. The goal was to get creative in leading and managing organizational change over the long run.
Recommended
Goal
To achieve goals that are failing, first identify problems like procrastination or poor time management. Determine the underlying causes, such as lack of motivation. Find motivational resources like music or books to reprogram yourself, then make a new action plan and start immediately rather than delaying. With self-mastery over time through following these steps, you will see improvements in yourself and increased productivity.
be a great fan: a model for helping others RISE
The document presents the RISE model for being a great fan. The RISE model involves:
1) Recognizing potential in others,
2) Interacting with them to provide feedback and encouragement,
3) Supporting them with attention and resources,
4) Endorsing them to help reach new heights and opportunities.
The model suggests great fans help others reach their desired potential through recognizing them, interacting, supporting, and endorsing them.
Santa & Lean
This document poses 10 questions about Santa's annual process of delivering gifts on Christmas Eve to encourage thinking about Lean principles. The questions cover how Santa facilitates flow, creates value, mistake-proofs his process, standardized quick changeovers, determines takt time for deliveries, establishes delivery standards, builds in quality, eliminates waste, practices continuous improvement, and what it would be like to do a gemba walk with Santa as he visits homes on Christmas Eve. The overall intent is to analogize Santa's gift delivery operation to Lean concepts.
Clt IntroduçãO Lean Thinking
Este documento discute os princípios do Lean Thinking e como podem ser aplicados para melhorar a competitividade das empresas. O autor defende que as empresas precisam se concentrar em servir o cliente, eliminar desperdícios e envolver as pessoas para obter melhores resultados. A Toyota é citada como um exemplo de sucesso ao aplicar esses princípios de forma eficaz.
Welcome to the workshop. We hope you have an enj.docx
Welcome to the workshop.
We hope you have an enjoyable time.
Objectives
Understand the concept of ‘the skinny’
Learn about the high yield factors that make a difference to the change process
Gain key insights that support fast, quality change
Be inspired to apply the ideas in your own workplace
Table of Contents
Overview
Module I The Power of Ready-Fire-Aim 1
Module II The Instructional Core: Secrets Two-Five 7
Module III Love, Trust, and Resistance 13
Module IV All Systems Go 15
Module V Case Studies --
Armadale Public School Case Study 19
Crosby Heights Public School Case Study 23
Closing 27
Glossary 28
Library 30
Motion Leadership Rating Form 31
Please feel free to reproduce and use the material in this booklet with your staff and
others. The important thing is that you actually try out the ideas in a purposeful manner
and build your knowledge through cumulative, reflective practice.
2011
For further information please contact:
[email protected]
© Michael Fullan
This workshop focuses on the new implementation work beyond the Six Secrets of
Change. It introduces some of the key concepts from the book Motion Leadership: The Skinny
on Becoming Change Savvy (Corwin, November, 2009). The idea of ‘the skinny’ is to boil down
the essence of change into the smallest number of key, high yield factors that have high impact
on stakeholder learning. The goal is to a) increase the speed of quality change, and b) to
achieve large-scale or whole system reform.
In terms of the skinny we sometimes call this high yield set of factors ‘simplexity’ which is
to identify the smallest number of powerful factors that make a difference—less than complex,
but not overly simple.
The workshop does not cover the skinny in its entirety but rather is an introduction. The
book itself shows more examples of the skinny in action. We have also developed ‘Motion
Leadership the Movie’ which shows actual film-based situations of motion leadership in action.
The ‘movie’ is available online < http://www.corwin-sinet.com/Michael_Fullan_Info.cfm>.
Key New
Watchwords
Motion leadership
From practice to theory
Take the mystery out of complexity
The speed of quality change
Instruction drives data
Whole system reform
The skinny
The Modules Ready-Fire-Aim: Change Savvy
The Instructional Core (Secrets Two-Five)
Love, Trust, and Resistance
All Systems Go
Case Studies
Overview
1
The Power of Ready-Fire-Aim i
This module zeros in on ‘change itself’ and identifies nine insights embedded in
the metaphor ready-fire-aim. It shows how to start change with maximum effect.
3-Step Interview Letter off A, B, C
Interview each other as per the questions below:
1. What is your current position and when did you start?
2. What was the situatio ...
8 Steps of Change
Kotler outlines an 8 step model for successful change efforts that includes unfreezing the status quo, introducing new practices, and grounding changes in a new culture. The steps are: 1) create a sense of urgency; 2) pull together a guiding team; 3) develop a change vision and strategy; 4) communicate for understanding and buy-in; 5) empower others to act; 6) produce short-term wins; 7) don't let up and continue change; and 8) create a new culture.
Sumit_CHANGE_MANAGEMENT
Kotter's 8-Step Change Model outlines an 8-step process for leading change in organizations: 1) establish a sense of urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) remove obstacles, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. The model is based on Kotter's research of successful change initiatives at various organizations. While presented linearly, the steps are actually an ongoing cycle to maintain momentum of change. Each step provides actions leaders can take to guide their organization through the change process.
Leading Change
The document outlines John Kotter's 8-step process for leading change which includes creating urgency, building a guiding team, developing a vision and strategy, communicating for buy-in, empowering action, creating short-term wins, maintaining momentum, and anchoring changes in the culture. Participants were divided into groups to discuss how each step could be implemented using data, engagement, and sustainability strategies like social media campaigns, newsletters, awards programs, and annual reports. The goal was to get creative in leading and managing organizational change over the long run.
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The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
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This presentation outlines the 8-steps and key points in the process.
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Leading Change (A Workshop for AmeriCorps VISTAs 2017)
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This document discusses 8 steps for leading change: 1) Increase Urgency, 2) Build the Guiding Team, 3) Get the Right Vision, 4) Communicate for Buy-in, 5) Empower Action, 6) Create Short-term Wins, 7) Don't Let Up, and 8) Make Change Stick. For each step, it provides the core challenge, what works to address that challenge, and the desired new behavior. It also provides examples of organizations that effectively implemented some of the steps, such as using props to increase urgency or empowering a resistant manager.
Behavioural Change Re-visited
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Jim’s session will provide insight into understanding the role of the Human Condition in the change process and how to manage it. Jim will explore:
How to make any change stick
The importance of understanding what happens to the individuals involved in any change initiative
The need to make both a logical and the emotional case for change
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Resources Responsibility Charting and AIDA Continuum ChartDevel.docx
Resources:
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Develop
a Complete Change Plan for a change initiative that you want to make happen. Use facts from the case study scenario that your team selected in Week 4. The team may add no more than three facts or characters, or a combination of facts or characters to the case study to assist in fleshing out the development of the Complete Change Plan.
Use
your team's top selected strategy for the change initiative as well as the statement of the need for change and your vision for the change developed in Week 4.
Write
a 1,400- to 1,750-word detailed Complete Change Plan. The Complete Change Plan will be broken into the following four parts:
The Action Steps
What are the critical steps that must be accomplished? Arrange your action steps in sequence. Can some be done simultaneously? What activities cannot begin or should not start until others are completed? What timelines should you observe?
It is often useful to begin at the end of the project and work your way backward.
Who needs to become committed to the project?
Where are key players at on the adoption continuum? Are they even aware of the change? If aware, are they interested or have they moved beyond that stage to either desiring action or having already adopted?
What will it take to move them along the continuum in the direction of adoption?
Use the AIDA Continuum chart and include this chart in your plan.
What is the commitment to the adoption of those who have reached the adopter stage? That is, are they at the "let it happen" stage, the "help it happen" stage, or the "make it happen" stage?
Use the Responsibility Chart and include this chart in your plan.
Who will do what, where, when, and how? Often a responsibility chart can be useful to track these things.
Contingency Planning
What are the critical decision points? Who makes those decisions?
What should be done if the decision or event does not go as planned?
What plans can be made to account for these contingencies? If you can, draw a decision tree of the action plan and lay out the decision-event sequence.
Measurement of Change
How will it be determined that the goal or change project has been successfully implemented? At times, success will be obvious (e.g., a new system in place). At other times, success will be more difficult to measure (e.g., attitudes toward the adoption and acceptance of a new system).
What intermediate signals will indicate that progress is being made? What is the first step or sequence of steps?
Transition Strategy
Formulate
a transition strategy that includes a communications proposal.
How will the transition be managed?
Who will make the innumerable decisions required to handle the details?
Who will provide information to those affected?
How will the change be communicated to organizational members?
Use
organizational change terminology consistent with what is used in your text.
Use
a minimum of four sources in addition to
Organizational Chan.
Follow your Dreams
Learn how to boost your will, and encourage your strength to shine forth. Believe in yourself, hold fast to your dreams, and promise yourself to never quit. Even if you stumble and fall, rise up again, stand to your feet and keep moving forward. Remember to always track and Celebrate your Progress. You are more than worth it.
Research shows that frequent small successes can build a sense of momentum that can in turn drive long-term successes. One way to boost your enthusiasm is to create some tangible motivation.
Follow your Dreams
Learn how to boost your will, and encourage your strength to shine forth. Believe in yourself, hold fast to your dreams, and promise yourself to never quit. Even if you stumble and fall, rise up again, stand to your feet and keep moving forward. Remember to always track and Celebrate your Progress. You are more than worth it.
Research shows that frequent small successes can build a sense of momentum that can in turn drive long-term successes. One way to boost your enthusiasm is to create some tangible motivation.
Tips For Self Improvement
How to boost your motivation by creating tangible goals.
Make working towards your goal a habit. Habits are automatic behaviors that allow us to do a lot more than if we had to think about everything we do. When you make working towards your goal a habit it becomes an automatic response or a routine. You no longer have to rely so much on feeling motivated. How do you turn your behavior into a habit?
Checklist Checklist
A good checklist can help us avoid costly mistakes. This checklist will help us improve our checklists.
_____ leads to less
As we develop and facilitate the elements in this deck we will have less of the negative states they dispel.
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Nature and concepts of planning
The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
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The document discusses leading and managing organizational change using John Kotter's 8 steps for change. It outlines the 8 steps which include creating urgency for change, building a guiding team, developing a clear vision and strategy, communicating the vision, empowering others to act, creating short-term wins, maintaining momentum, and anchoring changes in the organizational culture. Groups are then tasked with discussing how to apply each step using tools like data, stories, newsletters, awards, and annual reports to engage stakeholders and sustain changes.
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This document summarizes a training session on situational leadership. It discusses developmental levels based on competence and commitment, different leadership styles that blend directive and supportive behaviors, and how to delegate tasks once an individual has reached a high competence level. The training involves building a 4-week plan to train someone to take on delegated tasks by defining goals and tasks, identifying behaviors at each developmental level, and determining the directive or supportive actions needed to help the learner progress.
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Behavioural Change Re-visited
Change is a process, not simply an event.
Jim’s session will provide insight into understanding the role of the Human Condition in the change process and how to manage it. Jim will explore:
How to make any change stick
The importance of understanding what happens to the individuals involved in any change initiative
The need to make both a logical and the emotional case for change
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Resources:
Responsibility Charting and AIDA Continuum Chart
Develop
a Complete Change Plan for a change initiative that you want to make happen. Use facts from the case study scenario that your team selected in Week 4. The team may add no more than three facts or characters, or a combination of facts or characters to the case study to assist in fleshing out the development of the Complete Change Plan.
Use
your team's top selected strategy for the change initiative as well as the statement of the need for change and your vision for the change developed in Week 4.
Write
a 1,400- to 1,750-word detailed Complete Change Plan. The Complete Change Plan will be broken into the following four parts:
The Action Steps
What are the critical steps that must be accomplished? Arrange your action steps in sequence. Can some be done simultaneously? What activities cannot begin or should not start until others are completed? What timelines should you observe?
It is often useful to begin at the end of the project and work your way backward.
Who needs to become committed to the project?
Where are key players at on the adoption continuum? Are they even aware of the change? If aware, are they interested or have they moved beyond that stage to either desiring action or having already adopted?
What will it take to move them along the continuum in the direction of adoption?
Use the AIDA Continuum chart and include this chart in your plan.
What is the commitment to the adoption of those who have reached the adopter stage? That is, are they at the "let it happen" stage, the "help it happen" stage, or the "make it happen" stage?
Use the Responsibility Chart and include this chart in your plan.
Who will do what, where, when, and how? Often a responsibility chart can be useful to track these things.
Contingency Planning
What are the critical decision points? Who makes those decisions?
What should be done if the decision or event does not go as planned?
What plans can be made to account for these contingencies? If you can, draw a decision tree of the action plan and lay out the decision-event sequence.
Measurement of Change
How will it be determined that the goal or change project has been successfully implemented? At times, success will be obvious (e.g., a new system in place). At other times, success will be more difficult to measure (e.g., attitudes toward the adoption and acceptance of a new system).
What intermediate signals will indicate that progress is being made? What is the first step or sequence of steps?
Transition Strategy
Formulate
a transition strategy that includes a communications proposal.
How will the transition be managed?
Who will make the innumerable decisions required to handle the details?
Who will provide information to those affected?
How will the change be communicated to organizational members?
Use
organizational change terminology consistent with what is used in your text.
Use
a minimum of four sources in addition to
Organizational Chan.
Follow your Dreams
Learn how to boost your will, and encourage your strength to shine forth. Believe in yourself, hold fast to your dreams, and promise yourself to never quit. Even if you stumble and fall, rise up again, stand to your feet and keep moving forward. Remember to always track and Celebrate your Progress. You are more than worth it.
Research shows that frequent small successes can build a sense of momentum that can in turn drive long-term successes. One way to boost your enthusiasm is to create some tangible motivation.
Follow your Dreams
Learn how to boost your will, and encourage your strength to shine forth. Believe in yourself, hold fast to your dreams, and promise yourself to never quit. Even if you stumble and fall, rise up again, stand to your feet and keep moving forward. Remember to always track and Celebrate your Progress. You are more than worth it.
Research shows that frequent small successes can build a sense of momentum that can in turn drive long-term successes. One way to boost your enthusiasm is to create some tangible motivation.
Tips For Self Improvement
How to boost your motivation by creating tangible goals.
Make working towards your goal a habit. Habits are automatic behaviors that allow us to do a lot more than if we had to think about everything we do. When you make working towards your goal a habit it becomes an automatic response or a routine. You no longer have to rely so much on feeling motivated. How do you turn your behavior into a habit?
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Checklist Checklist
A good checklist can help us avoid costly mistakes. This checklist will help us improve our checklists.
_____ leads to less
As we develop and facilitate the elements in this deck we will have less of the negative states they dispel.
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This document outlines a model for self-improvement called the "Ladder of Improvement" which involves assessing one's current state, establishing a standard to reach, creating a plan with specific actions to take, tracking progress, and taking repeated action to improve and climb the ladder.
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Dog and Pony Lean-Apparent Lean Implementation that is far more show that dough. It is the area that looks fantastic but functions no better. It is the surface level implementation that did not involve the people actually doing the work. It is dangerous because it looks like Lean without fundamentals and sticking power.
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When we do creative work in groups we are often not aligned properly. This costs us useful ideas. This deck provides 10 defining exercises to help us ensure alignment generate creativity.
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This document provides information about Tom Curtis, the creator of a presentation model from 2013. It lists his blogs and social media profiles. The model outlines 8 steps to aid in effective presentations: prepare, refine, energize, sync, edge, normalize, and teach. It suggests doing homework, choosing a topic, learning the setting, and building the presentation deck for the prepare step.
a baker's dozen on basics
This document provides contact information for Tom Curtis, including blogs, presentations, email, and social media accounts. It notes that Tom Curtis created the document in 2013 and maintains blogs on topics related to improving, lean concepts, and organizational sociology. The document also contains the message that basics are not just for beginners but for perpetual winners.
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This document contains 85 license plates with short mottos or phrases related to lean principles and concepts. The plates were created in 2013 by Tom Curtis and shared on his blog and social media accounts, which are listed at the top, to promote lean thinking. Each plate is numbered and includes the phrase "Lean Plates, Mottos to follow".
FACES: questions for effective visual boards
This document provides questions to consider for effective visual boards, including whether the board's purpose is clearly understood, if it tracks required actions and follow up, if the visuals are clean, clear and have consistent meaning, if the board is easy to update and interpret, and if the board tells a simple and engaging story with intuitive flow. It was created in 2013 by Tom Curtis, an expert in improvement models who maintains related blogs and presentations.
8 ways to earn simplicity
This document outlines 8 ways to earn simplicity: clarify priorities and roles, maintain basics and clarity, ensure understanding, institute correction and review of results, define roles, preserve understanding of basics, maintain priorities, and make clarity. It also provides contact information for the author including various blogs and social media profiles.
50 Roles of a Father
This document lists 50 different roles that a father may perform for their children, including being a medic when children get hurt, a financier who provides money for projects and dreams, and a counselor who provides guidance on big decisions. It also notes that fathers can serve as coaches, teachers, drivers, entertainers who tell jokes, and more. The extensive list highlights the wide variety of important tasks that fathers take on in supporting their children's growth and development.
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This document outlines the key components of a root cause analysis process: the why (reasons to conduct RCCA like correcting issues and ensuring processes), the what (stages like establishing root cause and corrective action), the how (using a standard process, form, follow up, update, and trigger), the who (all are authors), the when (conducting RCCA quickly upon triggers related to safety, quality, rate and material), and the where (conducting RCCA everywhere issues happen). It was created in 2013 by Tom Curtis and provides contact information.
The Hidden Impacts of Small Errors
Small errors are rarely small errors. There are hidden impacts that come with small errors. If we watch for them, we can prevent them.
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This document discusses the requirements for implementing a Lean process successfully. It states that Lean requires patience to test changes, sufficient resources, different thinking, integration into daily work, courage to change, customized applications based on situations, accountability at all levels of the organization, understanding problems and fixing them, repeating the Plan-Do-Check-Act cycle, and significant cultural change. The document was created in 2013 by Tom Curtis and provides contact information.
6 Word Lean Wisdom Gems
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This document contains a collection of short sayings or proverbs related to lean principles and continuous improvement. The proverbs emphasize the importance of following standards, acknowledging problems, maintaining improvements over time, asking why to uncover root causes, implementing mistake-proofing, ensuring accountability, taking time to refine processes, looking beyond surface issues, practicing continuous improvement in one's own role, and giving respect to receive it. Cleaning makes dirt stand out as abnormal.
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Make It Actionable
- 1. Make it Actionable 4 Strategies to action
- 2. Created by Tom Curtis 2011 Blog: www.onimproving.blogspot.com Presentations: on www.slideshare.net/onimproving Email: ideamerchants@gmail.com Twitter: @onimproving
- 3. Introduction Without taking action, we cannot have traction. We make progress by making our situations actionable. Strategies to do this are valuable and can be learned. What follows are 4 strategies we can use in 4 common situations when we are starting, stuck, delayed, or need to create momentum. Let’s make it actionable. --Tom Curtis 2011
- 4. The 4 Strategies Divide up Next step Create a plan Dive in
- 6. The 4 Strategies Divide up Next step Create a plan Dive in
- 7. Divide up is where we take a The Strategy: project and create actions that we can take in sequence. Use when we know what the The Situation: overall goal is but have not created the plan to accomplish. Moves us from a large The Strength: unactionable to specific actionable plan.
- 8. The 4 Strategies Divide up Next step Create a plan Dive in
- 9. The Strategy: Next Step is where we establish only what to do next . Use when we are stuck and The Situation: cannot make progress. Helps to break stress and provide focus on getting The Strength: unstuck and regaining momentum.
- 10. The 4 Strategies Divide up Next step Create a plan Dive in
- 11. Create a plan is where we The Strategy: outline actions to get back on track or return to original plan. Use when we have not worked on something for a while or The Situation: have seen significant delays or changes to prior plans. Addresses being behind or off The Strength: plan and provides a path back to progressing.
- 12. The 4 Strategies Divide up Next step Create a plan Dive in
- 13. Dive in is where we do The Strategy: something small to get us moving or moving again. Use when we need a little The Situation: push, are idle or distracted or progress has stalled. Starts momentum, opens The Strength: possibility, and requires only small time and effort.
Editor's Notes
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