Print Module 7 part 1 and 2
Store it in your loose leaf entitled
Enjoy The Life I REALLY Want
Coach Dr. Jim
Enjoy The Life You REALLY Want and
Get the Most from Your Time, Life and Career.
using the
9½ SECRETS the Most Successful People Use
That Others Don’t
a.k.a. Aligned Thinking
Module 7A How to become aligned with key people, i.e. how to optimize the
productivity and relationship with your managers/direct reports
How to overcome two mistakes that lead to procrastination
Work Smart Principles Three and Four
Strategic Goal: To identify, achieve and enjoy more of the life – the riches – the values –
you REALLY cherish.
Tactical Goal: To help you build the habits to do what most people believe impossible:
Align EVERY action to the – riches – the values –
you REALLY want from life and work,
Statistically speaking, freedom of choice is the single biggest predictor of happiness.
Security is a close second.
The Spirit of Partnering, as promoted in the Priority Feedback System,
builds both.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.2 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Table of Contents
Pre-program and Bonus #1 – See Communication #1
The Critical Basics
Module 1 Purpose Question 1A: How do I clarify the riches I REALLY want from life?
Empowerment & Inner Fulfillment Secret
.
Module 2 Purpose Question 1B: How do I clarify the riches I REALLY want from work?
Freedom Secret - A most critical challenge – to be free in all we do
– Not just Professional/Personal balance, but mutual support.
Module 3 Focus Question: With the many options I have – how do I stay focused on
the riches I REALLY want? Five planning mistakes most people make and how to
overcome them in just five minutes. Overcoming “too much to do.” –
Professional/Personal Support #2. Mistakes 4 through 8
Module 4 Now Question: How do I optimize the riches I get from the only thing I control – my
action now? The most critical moment of our lives – Discovering the MIN Secret –
Busting the time management myth: I control my time. Mistakes 9 & 10
Implementing The Critical Basics
Module 5 How to live a longer life stress free – Five mistakes people make that cause
stress – Setting daily priorities using the Aligned Thinking Institute tools.
Module 6 How to get rid of all interruptions forever – Living the Freedom Secret
Work Smart Principles One and Two – An excel holding pen & priority list.
Module 7 Part 1
How to use the PFS (Priority Feedback System) to optimize the productivity and
relationship of manager/direct report, partners and team – The Spirit of
Partnering
Part 2 – Follow-up Day
Two Mistakes That Lead to Procrastination
Work Smart Principles Three and Four.
Module 8 Discovering the Celebrate Life Secret – Discovering what and how to celebrate 24/7 so you can
Enjoy The Riches You REALLY Want From Life and Work – Sharing Aligned Thinking with others. Creating optimal experiences
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.3 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Executive Summary - Challenges
Partnering
Define and create the Spirit of Partnering
that optimizes the relationship and productivity
of the manager/direct report, partners or team
Master Mind Group
How to capitalize on Napoleon Hill’s
insight related to the “Master Mind Group”
Optimal Support for Direct Report
How to give the direct report optimal support
without taking up too much of the manager’s time
Keeping the Manager Optimally Informed
How to keep the manager totally informed on
what has happened, is happening and will happen
without the manager “micro managing”
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.4 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Venn Diagrams Challenge Optimizing Productivity and Relationships
1. Objectively Speaking
Once the mission and the goals of the
individual1 are agreed on, there is one most
effective objective method to reach them.
2. Realistically Speaking – View One
Taking the direct report’s professional
mission/purpose, background, past
successes, needs, desires, education and
skills into consideration, he/she has one
view of the most cost-effective method to
fulfill his/her individual mission and goals.
3. Realistically Speaking – View Two
At the same time taking the manager’s
professional mission/purpose, background,
past successes, needs, desires, education
and skills into consideration, he/she has a
second view of the most cost-effective
method to fulfill his/her direct report’s
mission and goals.
1 As stated on the previous page, the PFS can be used between manager and direct report, partners and a team. At this point, we will focus on optimizing the manager/ direct report’s productivity and relationship. Later in this module, we
will share specific ideas and insights to adapt it to partners and/or a team.
Priorities
Priorities
Dir Report’s
Perception
Priorities
Boss’
Perception
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.5 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
4. Possible Results
If there is a lack of communication, the
Venn diagrams at the left with little
common ground are the result.
Suppose the direct report focuses on the
right side of his/her circle.
Suppose the manager focuses on the left
side of his circle.
Result Missed expectations with low
productivity and possible, even certain
strain on the relationship.
Who suffers
- The clients
- The manager and team
- The direct report
- The organization
5. The Ideal – Partnering
Five Keys to successful partnering2
1. Common purpose
2. Join commitment
3. Regular communications
4. Clear, accepted responsibilities
5. Mutual benefits
The PFS will help optimize each of the
above. When this happens:
1+2+3+4+5 = building trust
= optimizing the relationship
= maximizing productivity
Who wins
- The clients
- The manager and team
- The direct report
- The organization
One of life’s greatest blessings is to consistently overcome difficult challenges
with a supportive, understanding and appreciative
of a significant other, be it in business or personal life.
The PFS will help build the Spirit of Partnering that will provide this benefit.
2 From the program entitled Successful Partnering, page 2.3, © Steffen, Steffen & Associates, Inc.
Common
Ground
Priorities
Boss’
Perception Dir. Report’s
Perception
OEM Common Ground
Priorities
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.6 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Challenge Create Your Own Competitive Edge Using PFS History In more than 1,000 interviews
With managers in more than 100 Fortune 500 companies
With a profile from their direct reports, peers and bosses
Those managers with a regular meeting process
Receive the highest rating
Conclusion – the regular meeting seemed to be a key
Our Challenge Discover the best practice of the most successful managers
Create a hybrid
Teach it to others
The Results It exceeded expectations
Twenty years later, managers who were direct reports when they
learned the process, still use it as both managers and direct reports
Learning From
Napoleon Hill
Hill interviewed the most successful people of the early 1900’s
In Think and Grow Rich, he published the 13 Principles of Success
One was the Master Mind Group
Key of the
Master Mind Group
Common purpose and goals
Meet regularly
Constantly seek the best method to achieve the purpose and goals
NASA Test Test of the 1960’s – Of 30 items, which is most important
Consistently the group results scored higher than individuals
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.7 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
The Key to Your Own Competitive Edge
Helps Others To Satisfy Their Needs Manager’s Needs To Communicate Regularly:
- to refine and clarify mission and goals
- to give input and directions
- to delegate
- to be certain their reports’ priorities are on track
- to get and give feedback
- to follow up
- to save time
- to build teamwork and the Spirit of Partnering
Associates’ Needs To Communicate Regularly
- to gain clarity concerning the mission and goals
- to increase the manager’s awareness of the real problems
- to see the bigger picture
- to obtain advice
- to clarify the desires and instructions of the manager
- to report accomplishment and successes
- to save time
- to be and feel supported
- to build teamwork and the Spirit of Partnering
Special Insights For Leaders
- Research shows the number one reason employees leave is poor
relationships, especially with their managers.
- Research also shows the Very Satisfied Customer (Employee) is three
to ten times more loyal than the one who is just satisfied.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.8 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Diagram of Priority Feedback System Partners Guide - Challenge 1
SETTING THE STAGE
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.9 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
The Simplicity and Power Of the PFS Process
Setting the Stage
SS.1 The organization’s purpose/mission and goals are clear, in writing
and available to all.
SS.2 The direct report and manager’s professional purpose/missions and
goals are clear, in writing and shared as much as is reasonable.
SS.3 The manager/direct report, partners or team agree on the
adaptations of the PFS to their unique needs.
SS.4 The partners agree on the frequency of their regular meetings.
Step 1 Associate’s (Partner’s) Preparation
1.1 The associate completes columns 1 through 7 of the PFS form
(see pp. 7.12 - 7.14 for the PFS details.)
Step 2 Meeting One
2.1 The associate and manager review the first PFS form, (see pp. 7.15
- 7.16 for details.
2.2 The key to Partnering and success is creating the future together.
Step 3 Associate’s Preparation For 2nd Meeting
3.1 The associate completes column 8 of the last meeting’s form
(p.7.17.)
3.2 The associate completes columns 1 through 7 for the next period.
(See pp. 7.18 - 7.19 for details.)
Step 4 Meeting Two
4.1 The associate and manager first review column 8 on the last PFS
form.
4.2 They then review the next PFS form just like last time, i.e. Step 2.
4.3 The process is repeated.
A diagram of these steps 1-4 is on the previous page.
Directions: Stop the presentation till you have answered challenge 1.
Interview with Professor John Wesner, Carnegie Mellon U. – Retired Bell Labs
Just below challenge 4 is a place to record Prof. Wesner’s insights that you want to remember.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.10 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Insight From Experience
Prof John Wesner, PE
Carnegie Mellon U.
Mech. Engineering
Bell Labs 1968 To 1999
Learned PFS in 1980
Carnegie Mellon University 2000 to Present
What the PFS did for me as a manager. Potential Problems To Avoid
1. It led me to let my direct reports define their own view of their job
as a starting point.
Good experience in delegating in addition to a better
view than if I had tried to do it for each person.
Manager makes all the decisions
Result – Hard for direct report to take
ownership.
Manager has limited time.
Result – clear definition does not happen
- Expectations difficult to meet.
2. It did lead us to facing up to what were the real priorities.
Because manager and direct report are
both very busy, the real priorities might
be missed.
Result – the really important things might
be missed or delayed causing low
productivity.
3. I knew where people were applying their energy.
3.1 I could tell this to my boss.
Because of poor communications, and the
manager being very busy with his
priorities, he might not know where his
direct reports are using their energy.
When the manager’s boss asks questions,
he/she might not be on top of what the
boss wants to know.
4. It led to a structured meeting that focused on the important stuff,
rather than a rambling discussion that could easily get off track.
Without a structure, there is a good chance
the important items could be missed.
Without a structure, much time could be
wasted.
Result – poor productivity.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.11 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Professor John Wesner (cont.)
“No experience here that I can recall.”
What I believe I would get if I were the direct
report.
Potential Problems To Avoid
1 Preparation would force me to carefully think about what I was
doing and supposed to be doing.
It is possible that a direct report sets
priorities related to what they feel like
doing or what the last person asked them
to do.
2. At the end of the meeting I knew what my boss believed were my
priorities, so I cold make them my priorities.
This is tied to the Freedom Secret – accept the NC because I
freely select the P.
The priorities would not be just dictated: we would have
agreed to them – the Spirit of Partnering
It is possible that a direct report never
knows what the boss believes his/her
priorities should be.
When the priorities just come down from
“On high” it is challenging for the direct
report to take ownership.
When there is no way to clarify the
priorities, the direct report could put
110% energy in the wrong direction and
be judged as inadequate because of it.
3. The process of setting priorities would very likely help me
understand the bigger picture into which my work fit.
Without a clear understanding of the
bigger picture, it would be difficult for
the direct report to set the best priorities.
4. The structure of the meeting would help us focus on the important
stuff rather than get off track.
When the boss rambles, in the normal
situation, the direct report can do little to
get him back on track.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.12 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Preparation for the first Meeting Partners Guide - Challenge 2 PFS Form Sample 1
Page 1 This meeting 9 / 15 / -- Next meeting7 9 / 29 / -- Associate3 Pat Sample
1 Priority
2 Challenges-Obstacles
3 Action Steps
Anticipated Progress
4 When Target Date
5 Who
6 MR4
7 Needed from
Manager To be Very
Successful, Very Satisfied
Employee
8 Actual Results
___5
Project “A”
6
- Head up -
client will
make decision
on phase one
Oct 15
- Write a Proposal
- Research impact of
similar proposals
9/22
9/23
I
I
Y
Talk with
client.
See if Oct.
15 has any
flexibility
___
- Clerical help
to run test
- Write draft of
Phase One
- Run test of phase
one
9/24
9/26
ABS
& I
Help?
Need 3 days
of clerical
help
___
New User
Manual
- Availability of
clients
(Scheduling)
- Contact major
users and do
needs assessment
on new user
manual
9/29
JJ
&
I
Y
___
Staff
Interviews
- Time and
Space
- Review resumes
- Call potential
”winner”
- Interview 3 most
promising
9/16
9/18-
19
9/29
MC
& I
MC
Y
Be
available
To review
winners
___
Admin
- Time
Low Priority
- Expense report
- Feedback
summaries
- Follow-up letters
On-
going
JJ
&
I
Y
Make it go
away
___
PFS Form can be found on the Aligned Thinking Bulletin Board under “PFS Form.”
3 This helps the manager keep the PFS forms of many associates separated. 4 MR stands for Mission Related. (“Y” is Yes or “N” is no.) 5 Line in upper left corner: This is left open before the meeting. If priorities change in meeting, it is noted here. 6 Dotted lines: Use as much space as is needed per priority.
7. The critical last step of every meeting is to schedule the next meeting.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.13 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Priority Feedback System Sample 1 Holding Pen
Page 1 This meeting 9 / 15 / -- Next meeting7 9 / 29 / -- Associate3 Pat Sample
Needs attention in 7 days
Needs attention in 31 days
A great idea - maybe
Project or item
Needed by
Project or Item
Needed by
Project or Idea
Possible
target date
Item B
9/29
Project Z
10/15
Project 9
12/12
Item C
9/25
Project Y
10/21
Project 10
3/4
Project D
9/28
Project W
10/1
Project 11
4/5
10/20
Great idea #1
6/15
Great idea #2
3 This helps the manager keep the PFS forms of many associates separated.
7. The critical last step of every meeting is to schedule the next meeting.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.14 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Preparation For The First Meeting A. The manager and direct reports, partners or team agree on:
The adaptation of the PFS to their unique needs: content – amount of detail, length of meeting, place of
meeting, date of meeting and record form
How often they will meet and when the first meeting will be.
B. The associates (or partners) fills out the PFS form columns 1-7:
IN COLUMN:
1. List the topics to be discussed during the meeting in priority order.
These are the associate’s priorities for the next period, i.e. between this first meeting and the second meeting. Appropriate priorities that will be long term can be discussed related to how much will be
completed by next meeting and beyond.
2. List the possible challenges or obstacles to completing what needs to be accomplished.
Thinking about possible challenges gives both associates and manager a heads up.
It could be the associate will see no obstacles but the manager will, or vice versa. When this comes out in the meeting, collaboration and communication are benefiting both.
3. List the anticipated progress and/or needed action steps. This area can give insight to answering columns 6 and 7.
4. State the time frame. This can be an estimate of the time needed or a specific date. If an action step is listed in column 3, it could be the specific time for:
S = starting the action step C = completing the action step.
5. State who will do each step. The direct report might need the manager’s help in getting a third party to help. Column 5 is an excellent time to discuss this need.
6. In the spirit of Aligned Thinking, why do anything that does not take you back to the riches you REALLY want? If it is not mission related, changes need to be made in the action or mission or both.
If it is not mission related, it could be demoralizing for the associate to do the activity.
7. The overall goal of the PFS is to optimize both productivity and the relationship. Whatever the
manager/leader can do to create a very successful, very satisfied employee has many implications.
The more successful the employee is, the more successful the manager is as a leader. This avoids the number one reason employees leave a company – poor relationships.
The Very Satisfied Customer (employee) is three to ten times more loyal.
Column 7 gives the employee the opportunity to ask for what he/she needs to be very successful and satisfied. This makes it easier on the manager. See page 7.7, Special Insights for Leaders.
At this point, it is also appropriate for the manager to add what he/she needs to be a very successful
and satisfied manager.
The goal of column 7: That the direct report, peer or partner can say, “I really like working for and with this person because he/she really cares about my personal business success. And he/she has the
attitude, skills and desire to make me personally very successful like few others.”
8. This column is left blank and completed before the second meeting.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.15 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Priority Feedback System Sample 2 After the first meeting
Page 1 This meeting 9 / 15 / -- Next meeting7 9 / 29 / -- Associate3 Pat Sample
Rank
1 Priority
2 Challenges-Obstacles
3 Action Steps
Anticipated Progress
4 When Target Date
5 Who
6 MR4
7 Needed from
Manager To be Very
Successful, Very Satisfied
Employee
8 Actual Results
_2__5
Project
“A”
- Head up client
will make
decision on
phase one Oct
15
- Write a Proposal
- Research impact
of similar
proposals
9/22
9/23
I
I
Y
Talk with
client.
See if Oct. 15
has any
flexibility
___
- Clerical help
to run test
- Write draft of
Phase One
- Run test of
phase one
9/24
9/26
ABS
& I
Help?
Need 3 days
of clerical
help – Use
his asst. He
will be
reviewing
Resumes
__1 _
New User
Manual
- Availability of
clients
(Scheduling)
- Contact major
users and do
needs
assessment on
new user
manual
9/29
JJ
&
I
Y
__4_
Staff
Interviews
- Time and
Space
- Review resumes
- Call potential
”winner”
- Interview 3 most
promising
9/16
9/18-19
9/29
MC
& I
MC
Y
Be available
To review
winners
Available on
9/25 to
review
_3__
Admin
- Time
Low Priority
- Expense report
- Feedback
summaries
- Follow-up letters
On-
going
JJ
&
I
Y
Make it go
away
Manager
said
impossible
___
3 This helps the manager keep the PFS forms of many associates separated. 4 MR stands for Mission Related. (“Y” is Yes or “N” is no.) 5 Line in upper left corner: This is left open before the meeting. If priorities change in meeting, it is noted here.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.16 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
The First PFS Meeting
The Process
The associate gives the manager a copy of the PFS form and
holding pen.
If it is a teleconference, a copy of the form can be obtained
from the Bulletin Board
The associate explains columns 1 through 7 of each row.
The manager adds his/her insights and asks appropriate
questions.
Possible Outcomes
The priority order might change. In that case, the new
priority order is written on the line in the upper left corner in
each box of column one.
In fact, columns 2 through 5 might change with the insights
gained from the synergism created by this sharing of ideas.
Associate’s
Responsibilities
Before the end of the meeting the associate needs to be
certain that:
- Columns 1 through 6 have been clearly explained.
- Column 7 is clear to the manager to help the partnership
grow.
Manager’s
Responsibilities
Manager needs to understand columns 1 through 6.
Manager needs to understand and respond to column 7.
Manager tells the associate exactly what is to be expected
from column 7.
The manager is still responsible for the final decision.
However, if the manager makes all the decisions, the
partnering that optimizes productivity and the relationship
is impossible.
Responsibility of Both
To agree and list the time and place of the next meeting.
Getting Started
Decide Cycle
First meeting: ___/___/___
Second meeting: ___/___/___
Directions: Stop the presentation till you have answered challenge 2.
Interview with Dr. Bill Opdyke, Distinguished Member of Technical Staff, Motorola
There is a space under challenge 4 to record Bill’s insights
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.17 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Priority Feedback System Sample 3 Second Meeting
Partners Guide - Challenge 3
Page 1 This meeting 9 / 15 / -- Next meeting7 9 / 29 / -- Associate3 Pat Sample
Rank 1
Priority
2 Challenges-Obstacles
3 Action Steps
Anticipated Progress
4 When Target Date
5 Who
6 MR4
7 Needed from
Manager To be Very
Successful, Very Satisfied
Employee
8 Actual Results
_2__5
Project “A”
6
- Head up
client will
make
decision on
phase one Oct
15
- Write a Proposal
- Research impact
of similar
proposals
9/22
9/23
I
I
Y
Talk with
client.
See if Oct. 15
has any
flexibility
___
- Clerical help
to run test
- Write draft of
Phase One
- Run test of phase
one
9/24
9/26
ABS
& I
Help?
Need 3 days
of clerical
help – Use
his asst. He
will be
reviewing
Resumes
- Test run
10/9
- Evaluation
in progress
__1 _
New User
Manual
- Availability of
clients
(Scheduling)
- Contact major
users and do needs
assessment on new
user manual
9/29
JJ
&
I
Y
- 4 users
contacted
- 3 to go
__4_
Staff
Interviews
- Time and
Space
- Review resumes
- Call potential
”winner”
- Interview 3 most
promising
9/16
9/18-
19
9/29
MC
& I
MC
Y
Be available
To review
winners
Available on
9/25 to
review
- Offer made
to winner
- Answer due
10/5
_3__
Admin
- Time
Low Priority
- Expense report
- Feedback
summaries
- Follow-up letter
On-
going
JJ
&
I
Y Make it go
away
Manager
“impossible”
- Delegated
to VW
On 9/24, an unexpected bug was discovered in the department’s operation software… I spent the
better part of two days identifying and fixing the bug.
VW picked up admin. The program is now running better than ever.
3 This helps the manager keep the PFS forms of many associates separated. 4 MR stands for Mission Related. (“Y” is Yes or “N” is no.) 5 Line in upper left corner: This is left open before the meeting. If priorities change in meeting, it is noted here. 6 Dotted lines: Use as much space as is needed per priority.
7.The critical last step of every meeting is to schedule the next meeting.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.18 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Priority Feedback System Sample 4 Second Meeting
Page 1 This meeting 9 / 29 / -- Next meeting7 10 / 13 / -- Associate3 Pat Sample
1 Priority
2 Challenges-Obstacles
3 Action Steps
Anticipated Progress
4 When Target Date
5 Who
6 MR4
7 Needed from
Manager To be Very
Successful, Very Satisfied Employee
8 Actual Results
___
Project “A”
- Response from
section heads
in timely
fashion
- Complete
evaluation and
revision of
Phase One
-Distribute
revision to all
section heads
for input
9/29
9/30
I
I
Y
-He send
distribution
to section
heads for
better
response
___
___
New User
Manuel
- Availability of
clients
(Scheduling)
- Contact three
remaining
major users
and complete
needs
10/2
JJ
Y
___
Staff
Interviews
- Time and
Space
- Waiting for
10/5 for
candidate to
reply
10/5
I
Y
Available to
welcome
when
“winner”
says yes
___
Project M
New Product
Launch
- Understanding
The new approach
- Do introductory
Seminar in San
Francisco
10/3-
10/5
My
staff
& I
Y
___
3 This helps the manager keep the PFS forms of many associates separated. 4 MR stands for Mission Related. (“Y” is Yes or “N” is no.)
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.19 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Second and Subsequent Follow-up Meetings
Associate’s Preparation
Column 8 of the last meeting is completed, example on page 7.17.
Columns 1 through 7 are completed for this meeting as explained on page 7.14, example page 7.18.
Manager’s Preparation
Just before the meeting
Review the last PFS form.
Review the direct report’s annual goals.
If the direct report has shared a copy of his/her professional mission, review it.
In the Meeting
The associate gives the manager copies of the completed PFS form from last meeting and the new form.
The associate reviews column 8 of the PFS from the last meeting. The manager gives feedback and
asks appropriate questions.
The associate then reviews the PFS form for this meeting as outlined on page 7.16.
Using the PFS With a Partner or In a Team
When the PFS is used between peers/partners
Both partners complete the PFS Form and Holding Pen.
They take turns playing the role of direct report and manager.
When the PFS is used with a team
Each member acts as a partner.
Each person takes a turn as direct report with the rest of the team acting as manager.
Directions: Stop the presentation till you have answered challenge 3.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.20 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Keys to Successful Use of PFS Partners Guide - Challenge 4 Years of experience have demonstrated that those who successfully use the PFS do the following.
1. Mission and
Goals Reviewed
Regularly review the mission and goals of the organization and the direct report.
2. Priorities
Aligned
The challenge is to align each of the direct reports priorities with the mission and
goals of the organization, manager and direct report. When all is said and done, the
manager must remain in charge.
3. Associate leads
The associate first identifies the priorities on the PFS form. These are the associate’s
priorities.
4. Manager
commits
The manager is a servant leader, committed to helping the associate be very
successful and very satisfied.
In order to create the synergism where 1 + 1 > 3 or more, the manager must lend
his/her advice and experience.
For the manager to sit back and wait to catch the associate doing something wrong
is totally against the desired Spirit of Partnering.
5. Meetings
The meetings are regular and always pre-scheduled as the last activity of the
previous meetings.
If a meeting is missed, it is immediately rescheduled.
A Word to the Wise Manager
In over twenty-five years, The ONLY COMPLAINT I ever heard
about the PFS was from the direct reports.
They said their manager misses too many meetings and does not reschedule them.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.21 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Directions: Stop the presentation till you have answered challenge 4.
Take-Home Value:
When the above Keys to Success are followed
and the PFS meetings are held in the Spirit of Partnering,
– this is not your success or mine, but our success –
you will optimize not only your productivity
but also I your relationship.
Living the 9 ½ SECRETS
© Steffen, Steffen & Associates. Inc. 2006, 2015 Part 1 7.22 1250 ATJ 2015V Mod 7 LE 2015.4.13 P 4/14/2015 11:51 AM
Coach’s Guidance and Assignment
Assignment
Date Due
Check to indicate – I accept
1. If you have direct reports, consider optimizing both
your productivity and relationship(s) using the
Priority Feedback System.
2. If you have a manager, consider optimizing both
your productivity and relationship using the
Priority Feedback System.
3. Consider other opportunities to optimize both your
productivity and relationships using the Priority
Feedback System: e.g. your team, partner,
advisor or coach.
4. Review your insights and commitments with your
partner/team.
5. Review your success in the follow-up session.
6. Put the team meeting time and codes for individual
team meetings in your schedule
Send your completed Partners Guide to you coach the
evening before your coaching session.
If you would like a template of the PFS form used in the module, you can download it from the Bulletin
Board
Print this Module 7, Part 2
Store it in your looseleaf entitled
TeleCoaching Modules
Coach Dr. Jim
Living the 9 ½ SECRETS The Most Successful People Use
That Others Don’t using the
a.k.a. Aligned Thinking Tools
Module 7 of 8 Part 2 – Follow-up Day
Two Mistakes That Lead to Procrastination
Work Smart Principles Three and Four
Strategic Goal: To identify, achieve and enjoy more of the life – the riches – the values – you REALLY cherish.
Tactical Goal: To help you build the habits to do what most people believe impossible:
Align EVERY action to –the riches – the values – the life –
you REALLY want.
Benefit You Can Expect
Get the most from your time (Elevate Time Management)
Get the Most from your life (Enjoy the Life you REALLY want)
Add life to your years and years to your life (Fuller-longer life)
Align EVERY action to the riches you REALLY want from life and work,
so you can enjoy a Quantum Leap in: motivation, accomplishment, satisfaction and life’s meaning
and, thereby, Enjoy The Life You REALLY Want. When this happens, it will make a significant, even profound, difference in your life.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.2 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Table of Contents
The Critical Basics
Module 1 Purpose Question 1A: How do I clarify the riches I REALLY want from life?
Empowerment & Inner Fulfillment Secret
.
Module 2 Purpose Question 1B: How do I clarify the riches I REALLY want from work?
Freedom Secret - A most critical challenge – to be free in all we do
– Not just Professional/Personal balance, but mutual support.
Module 3 Focus Question: With the many options I have – how do I stay focused on
the riches I REALLY want? Five planning mistakes most people make and how
to overcome them in just five minutes. Overcoming “too much to do.” –
Professional/Personal Support #2. Mistakes 4 through 8
Module 4 Now Question: How do I optimize the riches I get from the only thing I control –
my action now? The most critical moment of our lives – Discovering the MIN
Secret – Busting the time management myth: I control my time. Mistakes 9 &
10
Implementing The Critical Basics
Module 5 How to live a longer life stress free – Five mistakes people make that cause
stress – Setting daily priorities using the Aligned Thinking Institute tools.
Module 6 How to get rid of all interruptions forever – Living the Freedom Secret
Work Smart Principles One and Two – An Excel holding pen & priority list.
Module 7 Part 1
How to use the PFS (Priority Feedback System) to optimize the
productivity and relationship of manager/direct report, partners and team
– The Spirit of Partnering
Part 2 – Follow-up Day
Two Mistakes That Lead to Procrastination
Work Smart Principles Three and Four.
Module 8 Discovering the Celebrate Life Secret – Discovering what and how to celebrate 24/7 so you can
Enjoy The Riches You REALLY Want From Life and Work – Sharing Aligned Thinking with others. Creating optimal experiences
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.3 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Executive Summary
Mistake One Leading to Procrastination
Asking the Wrong Question
In Your Work Place
In Your Personal Life
Mistake Two Leading to Procrastination
The Task Is Too Big
Satisfaction and Accomplishment Too Far Away
Work Smart Principle Three
The Be Realistic Principle
Work Smart Principle Four
Personal Life Principle
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.4 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Procrastination Mistake 1 – Asking The Wrong Question
Partners Guide - Challenge 1
Hal at Work – His Professional Life
Options Today 1. Complete performance appraisals
2. Meet with each direct report
3. Plan next year’s goals and projects
4. Review the email
5. Call a difficult but very important client
Question What do I feel like doing?
Short Term
Consequences
Hal does the email because he likes to see what is new.
He finds it very difficult to get going on 1, 2, 3, and 5, because he does not
like them.
Long Term
Results
1. Performance appraisals – every time he thinks of it, he feels guilty.
He regularly has a big push at the end and does a poor job.
2. Meeting with each direct report – does not have time.
3. Planning next year’s goals and projects – regularly late.
5. The difficult but very important client – he loses.
Career
Implications
Hal can’t figure out why he has so much stuff to do, especially stuff he
does not like.
Hal’s superiors feel Hal has a lot of talent, but he does not live up to
expectations.
He is passed over for promotions.
In his later years, Hal feels like things have not turned out related to what
he really wanted. But he can’t figure out why.
.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.5 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Hal at Home – His Personal Life
Options 1. Cut the grass
2. Fix the gutter
3. Do the projects his spouse gives him on her “honey do” list
4. Surf the internet
5. Spend time with the kids
Question What do I feel like doing?
Short Term
Consequences
Hal surfs the internet a lot because he likes to see what is new.
He finds it very difficult to get going on 1, 2, 3, and 5, because he does not
like them.
Long Term
Results
1. Cutting the grass – every time he thinks of it, he finds reason to put it off.
When he finally gets to it, it is always very long. He wishes he had a
better job so he could hire someone else to do it.
2. Because it took so long to fix the gutter, it rotted part of the house. This
resulted in a huge bill.
3. He hates these “honey do” lists. But he does it and suffers as a victim.
5. There seems to be so little time for the kids.
Life Implications Hal can’t figure out why some people he knows seem to have such a
wonderful personal life, when he has so much stuff to do, especially stuff
he does not like.
Hal’s wife does not like the fact that it takes so much reminding, even
nagging, to get him to do something.
Hal’s relationship with his kids is not all he or they wish it were.
In later years, Hal goes on retreat. He feels like things have not really
turned out as he would really like.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.6 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
A Solution To Procrastination Mistake1 –
Asking The More Empowering Questions
Lee at Work – His Professional Life
Options 1. Complete performance appraisals
2. Meet with each direct report
3. Plan next year’s goals and projects
4. Review the email
5. Call a difficult but very important client
Questions Lee
Made Time to
Answer
What do I really want from life and work?
What are my priorities for this next period related to what I really
want? (Day or week)
What’s my MIN (Most Important Now) related to what I really
want?
Short Term
Consequences
Lee does the email quickly, because there are frequently things that help
him get what he really wants.
Related to 1,2,3 and 5, he is aware that he likes some more than others. He
is surprised that his likes and dislikes, over time have changed. See below.
Long Term
Results
1. Performance appraisals – at first, he not only did not like this, he hated
it. However, when he clarified what he really wanted from life and
work, two things came up critical: helping others and giving more than he
takes. Over time he discovered performance appraisals are a fantastic
way to help others grow. He learned to love the process and got it done
early. When he retired, 41 people attended his celebration because he
helped them get promoted to higher positions. (A true story – salute to Lee
Tuomenozsa of Bell Labs)
2. Meeting with each direct report – Lee saw his job as manager as reaching
goals with and through others. Meetings with direct reports helped him
fulfill his work and personal mission – this was his first priority.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.7 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
3. Planning next year’s goals and projects – not Lee’s favorite, but he did it
early though because it was a way to help his people grow.
5. The difficult but very important client –he also disliked this.
However, since clients were people, he treated them with the importance
they deserved. The clients could feel it. It meant lots of repeat business
for Lee and his division.
Career
Implications
Lee felt like it was a privilege to serve.
If you pushed him, he could tell stories of things he did not like in the
corporate world, especially bosses that were over bossy.
When he retired, he had 2,000 in his division.
But the greatest satisfaction at his retirement party was the 41 people who
celebrated their promotions because of him.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.8 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Lee at Home – His Personal Life
Options 1. Cut the grass
2. Fix the gutter
3. Do the projects his spouse gives him on her “honey do” list
4. Reading (surf the internet did not exist in Lee’s day)
5. Spend time with the kids
Questions Lee
Made Time to
Answer
What do I really want from life and work?
What are my personal priorities for this next period related to what I
really want? (Day or week)
What’s my MIN (Most important Now) related to what I really
want?
A Clever Question Each day, Lee sets at least one personal priority when he sets his business
priorities.
He learned from the Successful Partnering Process that the Very Satisfied
Customer is three to ten times more loyal than the customer who is just
satisfied.
He also learned that if he can get the customer involved in working with
him to make them very satisfied, it is easier and more certain to make the
customer very satisfied. He takes this insight home.
Each Friday night he asks his wife, “Honey, what do I need to do to make
you a very satisfied wife and mother this weekend?”
- At first, he thought it would cost him – maybe a lot – but he likes the
idea of having a very satisfied spouse.
- Like most husbands, the “honey do” list was not his favorite.
Produces
Unexpected
Results
The results exceed his expectations.
First, his wife rarely asked for much.
When it was an item on her honey do list, it was rather low priority. Just
something to get out of the way.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.9 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
However, even though the activity did not change, the satisfaction of
doing the activity changed because now it was to make his wife very
satisfied.
To his great surprise, the question brought very little extra work with a
huge unexpected value because it so closely related to what he
really wanted from life related to making his wife very satisfied.
A win-win. His wife appreciated the special empowering question. Lee
felt like the cost was almost nothing – the reward to Lee was terrific as it
improved his relationship with one of the most important people in his life.
He created a similar question for his kids. However, he started when they
were teenagers. He always felt he began too late.
Long Term
Results
1. & 2. Because of work demands and work success, he hired others to cut
the grass and fix the gutter.
3. The honey do list no longer existed because of his weekend question.
4. He did make –not find – time to read.
5. Time spent with the kids was always a priority.
Life Implications As you can see, the questions Lee asked himself were radically different
from the questions Hal asked.
The empowerment was also radically different.
The life implications between Hal’s and Lee’s lives were more than just
procrastination.
In later years, Hal went on retreat. He felt like things had not really turned
out as he would really like.
In later years, Lee felt that he had been greatly blessed.
If you asked him, he probably would not tell you, “It was the questions
I used to empower my life.”
But it was!
Directions: Stop the presentation till you have answered challenge 1.
Interview with Woody Bliss, First Selectman of Weston, CT – Retired IBM Director of Education for 17 years
Daughter Dr. Susan Bliss, OBGYN. Daughter Barbara Bliss Mahnke, Manager, Corning Glass
Record their insight on the Guide just below challenge 4.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.10 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Procrastination Mistake 2 –
The Task is Too Big – Satisfaction Too Far Away
Another Wrong Question with No Answer
(Partners Guide - Challenge 2)
Hal at Work – His Professional Life
Options 1. Complete performance appraisals
2. Meet with each direct report
3. Plan the next year’s goals and projects
4. Review the email
5. Call a difficult but very important client
Question What would bring me some immediate accomplishment and
satisfaction?
Short Term
Satisfaction
Hal does the email because he likes to see what is new.
And it will give him some immediate satisfaction as he deletes messages.
Short Term
Problems –
Immediate
Satisfaction
1. Performance appraisals – Each one takes several hours to collect all the
information. The satisfaction of a completed job is weeks away.
- Then it takes time to meet with each person.
- If you have to say something negative, that doesn’t bring much satisfaction.
- With five direct reports, Hal is hesitant to tie up an entire week.
2. Meeting with each direct report – Once a month for a half hour is okay.
3. Planning next year’s goals and projects
- Hal always is slow to start this. This is at least a two-week process.
- When Hal thinks of starting this process he sees accomplishment and
satisfaction at least two weeks away.
5. The difficult but very important client – He always hesitates because listening
to all that stuff isn’t very satisfying, and solving some of their problems can
take a huge amount of time.
Career
Implications
Hal has the reputation for being a procrastinator.
He is passed over for promotions.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.11 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Three Solutions to Procrastination Mistake 2 –
Make Big Tasks Small – Bring Satisfaction Close
Three Good Answers to A Question We All Ask
Lee at Work – His Professional Life – Divide and Conquer
Options 1. Complete performance appraisals
2. Meet with each direct report
3. Plan the next year’s goals and projects
4. Review the email
5. Call a difficult but very important client
Question What would bring me some immediate accomplishment and satisfaction?
Short Term
Satisfaction
Lee tries to keep his email up to date so it does not take too much time on any one
occasion
Short Term
Problems –
Immediate
Satisfaction
1. Performance appraisals – Lee divides this into three parts.
- He schedules an hour each month to make notes on accomplishments
- Three weeks before the due date, he schedules two days for each of his five direct
reports.
- One day to write, one day to present.
2. Since people development is Lee’s priority, he does a priority feedback session with
each direct report each month – next month’s meeting is scheduled at the end of this
month’s meeting.
3. Planning next year’s goals and projects
- Lee sets aside an hour to outline his scheduling process.
- Then he divides the process into two-hour blocks with a specific goal for each block.
5. Lee always makes the difficult but very important client a priority. They are the key
to his success – they come first.
Career
Implications
Lee has the reputation of a satisfied achiever.
In his last assignment he led a division of 2,000.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.12 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Nuclear Planning and The Game
What I Learned
About Me –
Jim Steffen
I get started fastest and enjoy it the most when I can see some
immediate satisfaction or accomplishment.
I found it challenging to plan my entire day with some success.
I enjoy playing games.
So I Created Nuclear
Planning For Myself
I plan only the morning with the rest in the holding pen.
I set targets for the priorities like the following
Starting at 8:00 AM
Completed
by
Task
8:30 Emails
9:30 Write outline for Module 8
11:00 Practice Module 8
12:00 Follow-up calls
12:30 Organize desk
Benefits I receive from the Nuclear Planning and the Game
I can totally forget items two through five and my entire holding pen when I start at 8:00.
I can focus all my (limited) mental energy on completing the email by 8:30.
If I get the email completed by 8:30, I feel I can get two through five done by 12:30
At 8:00 A.M. I already anticipate the satisfaction of my 12:30 P.M. accomplishment.
Because I can anticipate the satisfaction of getting it all done, I find it easy to get rolling on
number one.
After lunch I repeat Nuclear Planning for the afternoon and begin the game again.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.13 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
There Are Many DMD’s And I Didn’t Want to Be One of Them
DMD This stands for Doctorate Minus Dissertation
DMD was not in my plan.
My Situation As Math Supervisor in a large school system, I was free from three on.
I had time to get the doctorate done.
The research was done.
It was just a matter of writing the dissertation.
Motivation &
Divide and
Conquer
My girlfriend was 150 miles away.
I made a divide-and-conquer deal with myself:
- Put in 16 hours per week writing the dissertation, and you can go visit
for the weekend. (Divide & conquer #1)
- Not an impossible deal – just four hours a day – again divide and
conquer. (Divide & conquer #2)
.
Problems –
6 Hours
Writing Needed
But there were problems – sometimes school meetings took part of my
four hours on Mondays and Tuesdays.
So on Wednesdays and Thursdays I needed six hours – ugh!!! – six hours
writing in a row.
I needed another tool. Missing a weekend was too much to give up.
Divide and
Conquer
Cubed
Divide and conquer #3 – I would go get a cup of coffee.
The deal was if I wrote for five minutes I could have a drink of coffee.
Some nights by eleven, I would have twelve partly drunk cups of coffee.
Divide and Conquer Cubed worked- I’m a strong believer in the process.
- I wrote 400 plus pages – they only let me publish 230.
- I figured the doctorate would take four to five years – it took 23 months.
- I did not have to cheat on my 16-hour goal and I never missed a
weekend.
Directions: Stop the presentation till you have answered challenge 2.
Interview with Woody Bliss, First Selectman of Weston, CT – Retired IBM Director of Education for 17 years
Tom Liguzinski, Insurance Agent, Cincinnati, Ohio
Record Tom’s insights just below the Bliss Daughters in your Partners’ Guide..
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.14 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
The Be Realistic Principle: Work Smart Principle #3 Partners Guide - Challenge 3
Planning too much equals frustration
The Problem or
Challenge
Ambitious people have high expectations.
- These high expectations help them be above average
- However, these high expectations can also be idealistic.
Consequences Positive – they accomplish more than the average.
Negative – their high expectations can cause frustration.
Chronic Results Regularly planning too much can lead to regular frustration.
Regular frustration can become chronic.
When frustration becomes chronic, it can lead to lack of self-
confidence.
Lack of Self-
Confidence
The feeling or conviction “I can never get everything done” can cause
stress.
This stress takes some energy, which reduces the energy left to
accomplish and succeed in an above-average manner.
The lowered amount of energy to achieve fuels the conviction, “I can
never get everything done.”
Result: This makes the situation more chronic – endless cycle.
Breaking the Cycle Use the Aligned Thinking tool to help you be more realistic.
Step 1: After you set your priorities in writing, guesstimate how long each
item will take.
Step 2: Add and adjust accordingly.
Review Life Aligning Question #2 – The Focus Question
(Mod 3, pp 3.10-3.11)
Directions: Stop the presentation till you have answered challenge 3.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.15 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
The Personal Life Principle: Work Smart Principle #4
Partners Guide - Challenge 4
When you don’t work smart in your personal life, you cheat yourself and those you love.
Your work, your loved ones, and you can all suffer!
The Value Most people, when they stop to think, are aware that their personal life
preceded in time their professional life,
And in the ordinary course of things, their personal life will exist long
after their professional days are completed.
Most people would say their personal life is at least as important as
their professional life.
The Final Test Very few business people ever say on their deathbed:
”I wish I spent more time in the office.”
Many might be more likely to say:
”I wish I had spent more time with the kids and family!”
Challenge
Value vs. Practice
At work there are clients to serve – and negative feedback if you don’t.
There are performance appraisals that impact raises and promotions.
It is highly unlikely the kids will say, “Mom or Dad, you will not get
your raise this time because you did not spend time with us.”
When the work situation is demanding and the personal situation is
understanding, the more understanding situation, because of less
pressure, can suffer.
Consequences Unless you make a conscious effort to do justice to those you love and
your personal life, they and it can suffer.
Suggestion Redo the Aligned Thinking Assessment
- Login at www.SSAinternational.com
- Go to your home page
- Retake the Assessment – Step 1
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.16 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
What does the printout tell you? In the printout, pay special attention to how your Professional Score compares to your Personal
Score.
If your professional score is 47 with a growth potential of 7, and your personal score is –15, with a
growth potential of 69 as Pat Sample above, you know you have some significant opportunities in the
area of your personal life growth.
Use the Aligned Thinking Tools to ensure professional/personal life balance:
Step 1: Write your professional and personal mission with goals to support them:
Answer the Purpose Question: What do you really want from life and work?
Step 2: Review what you Really want from life and work before setting your priorities for the
day/week to come.
- Write both business and personal priorities each period.
Step 3: In both your business and personal life, before each new action, ask,
“What’s my MIN (Most Important Now) related to what I really want?”
Directions: Stop the presentation till you have answered challenge 4.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.17 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Coach’s Guidance and Assignment
Assignment
Date Due
Check to indicate – I accept
1. Practice avoiding asking, “What do I feel like
doing?”
Substitute, “What’s my MIN (Most Important
Now) related to the riches I really want?”
Start today
2. If the task is too big for immediate satisfaction,
divide so you can receive accomplishment and
satisfaction in a short time.
Start immediately
3. Review your commitments with your
partner/team
Immediately after class
4. Review your success at the beginning of the
follow-up session.
5. Put the team meeting time and codes for
individual team meetings in your schedule
Important Notes
- If you have not taken the Aligned Thinking Assessment the second time, please do so today. - If you need help, I consider it a privilege to help you. Call 203-740-8400 or email [email protected].
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.18 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
For Follow-up
29. At work, I have a method for organizing the less important
activities so I am free to focus on my one Most Important
activity now.
29.
30. In my personal life, I have a method for organizing the less
important activities so I am free to focus on my Most Important
activity now.
30.
31. I regularly carry and use a portable organizer. 31.
32. I am in the habit of writing all relevant items down immediately
in an organized fashion.
32.
33. When the telephone rings or someone comes into my office, I see
it as new information and not as an interruption.
33.
34. I work at making my life a moment-to-moment celebration. 34.
29. This emphasizes the ability to increase accomplishment by being free of the lesser items so you
can focus totally on the more important. When this increased accomplishment happens, it can
lead to the feeling you have more control over you time and life. This, in turn, can be very
satisfying.
30. Emphasizes the same thing in your personal life.
31 and 32 go together. There is a twofold benefit:
1- You will not lose anything, since you write it immediately.
2- Secondly, you can get immediately free to be totally involved in your MIN by writing the
new item as soon as you think of it and then being able to forget it.
If you don’t have a method to write things down or are not in the habit of doing the same, it does
you no good. To receive the benefits, you need both.
33. Emphasizes Module 6, using the freedom secret to see all new information as new information
that you freely accept. If you make the decision to let people walk into your office or to answer the
phone immediately when it rings because it fits with what you want from work, your “P”, then
this new information is not an interruption since you see it as the “NC” necessary condition to
doing the great job you want to do.
34. Leads us to Module 8, where we will discuss working at making life a celebration. The activity
on the next page is a preparation for Module 8, making life a celebration.
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.19 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Suggestion: Retake the Aligned Thinking Assessment
Directions:
- Go to www.SSAinternational.com
- Click on ATI Membership Login
- Go to Home Page – Step 1A
- Click on Retake Assessment (using previous assessment)
Preparation for The Celebration Secret This is the last week to prepare for Module 8, the Celebrate Life Module.
Fact We appreciate things more if we have to work hard for them or
lose them for a while.
Walking I broke my neck. I was in traction and a circular bed for 37 days.
Just being able to get up and walk to the rest room was the thrill
of a lifetime.
Do I have to lose it before I appreciate it?
Living I have a friend whose wife was told she had six months to live.
Then they went to a Boston doctor, who showed them why the
local doctor was wrong and she had years to live.
How they appreciated the extra years.
Question Do we have to lose something before we appreciate it?
Game One: Suppose you were
This “suppose” game can help you appreciate what you have.
Example: “suppose” you were a Mexican making $2 an hour and,
by chance, you got to come to the US and make $6 an hour
- How would you feel?
- How does that make you feel about your present citizenship?
Enjoy The Life You REALLY Want
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.20 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Suppose you were Chinese and were making $2 a day.
-By some great fortune, you got a chance to go to Mexico and
make $2 an hour.
- How does that make you feel about your citizenship?
Game Two: Suppose You Lost And Then Got It Back
Step 1: Pick three things that are very precious to you.
Step 2: Suppose you lost the first item – imagine a week or a day
without the item.
Step 3: Suppose by some marvelous happening you got it back.
How would you appreciate the first item?
Suggested Three Items
1. Ability to walk
2. Ability to think clearly
3. Ability to see
Your Three Items
1. ___________________
2. ___________________
3. ___________________
Directions After writing the three items, do steps 1-3 listed above.
Discussion Guide – Module Seven – 1. PFS 2. Procrastination
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.21 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Questions To Generate Insights
To Empower Yourself and Others
1-3 from Part 1, page 7.22; 4-5 from Part 2, page7.17
Implementation Guide – Commitment To Myself
Direct Reports
1. I am committed to optimizing both the productivity and relationship(s) with my direct reports using the Priority Feedback System.
I plan or have made the following progress:
Manager
2. I am committed to optimizing both the productivity and relationship(s) with my manager using the Priority Feedback System.
I plan or have made the following progress:
Team, Partner, Advisor or Coach
3. I am committed to optimizing both the productivity and relationship(s) with my team (partner, advisor, coach) using the Priority Feedback System.
I plan or have made the following progress:
Part 2 - Procrastination
4. I practice avoiding asking, “What do I feel like doing?” I substitute, “What’s my MIN (Most Important Now) related to the riches I really want?”
I plan or have made the following progress:
Divide, Increase Satisfaction can Conquer
5. If the task is too big for immediate satisfaction, I divide it into smaller parts so I can feel accomplishment and receive satisfaction in a short time.
I plan or have made the following progress:
Discussion Guide – Module Seven – 1. PFS 2. Procrastination
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.22 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
From Part 1: The Priority Feedback System (PFS)
6. Managers’ Needs To Communicate Regularly: See part 1, p 7.7
- to get and give feedback
- to follow up
- to save time
- to build teamwork and the Spirit of Partnering
- to refine and clarify mission and goals
- to give input and directions
- to delegate
- to be certain their reports’ priorities are on track
6.1 If you are a manager, which of the above communication needs would you hope the PFS would
help you satisfy?
Need Benefit You Would Expect
-
-
-
-
-
-
6.2 Which of the above communication needs would you hope the PFS would help your manager
satisfy?
Need Benefit You Would Expect
-
-
-
-
-
-
7. Associates’ Needs To Communicate Regularly
- to clarify the desires and instructions of the
manager
- to report accomplishment and successes
- to save time
- to be and feel supported
- to build teamwork and the Spirit of Partnering
- to gain clarity concerning the mission and goals
- to increase the manager’s awareness of the real
problems
- to see the bigger picture
- to obtain advice
7.1 Which of the above communication needs would you hope the PFS would help with related to
the person or persons that you report to?
Need Benefit You Would Expect
-
-
-
-
-
-
Discussion Guide – Module Seven – 1. PFS 2. Procrastination
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.23 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
8. Reasons for the PFS Success
As you heard in the interviews, there are many reasons why PFS has been successful in improving
manager/direct report relationship and productivity. One of the major reasons is the regular review of
the PFS form.
The headings in the PFS form are really empowering questions (See The Empowering Secret, p.1.10)
that guide the regular meeting. The form in the text has been created with input from thousands.
However, it is critical in order to your successfully using the PFS that the form and its empowering
questions meet the needs of you and your PFS partners.
Empowering Questions or Columns from the PFS Form
1 Priority
2
Challenges-
Obstacles
3
Action Steps
Anticipated
Progress
4
When
Target
Date
5
Who
6
Mission
Related
7
Needed from
Manager
To be Very
Successful, Very
Satisfied Employee
8
Actual Results
8.1 As the manager, which two columns or questions above are most important to you?
Column/Empowering Question
Reason for its importance to you
1.
2.
8.2 As the direct report, which two columns or questions above are most important to you?
Column/Empowering Question
Reason for its importance to you
1.
2.
8.3 Are there any columns or questions that need to be added to the PFS in your situation?
Column/Empowering Question
Reason for its importance to you
8.4 Are there any columns or questions that need to be dropped from the PFS in your situation?
Column/Empowering Question
Reason for its importance to you
Discussion Guide – Module Seven – 1. PFS 2. Procrastination
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.24 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
From Part 2: Two Mistakes That Lead To Procrastination
9. Procrastination Mistake 1 – Asking The Wrong Question Part 2 p 7.4-7.9
As the story of Hal and Lee demonstrated:
Wrong Question Right Question
What do I feel like doing?
What’s my MIN
Related to the riches I REALLY want?
9.1 Successes 9.2 Challenges That Remain
I have had success moving from “What do I feel like doing”
to “What’s my MIN related to the riches I REALLY
want?” in the following situations: -
-
-
-
I still need to move from the wrong question related to
feelings to the right question related to my MIN and what I
REALLY want in the following situations: -
-
-
-
10. Procrastination Mistake 2 – The Task is Too Big Part 2 p 7.4-7.9
– Satisfaction is Too Far Away
When you divide huge tasks into small doable parts, satisfaction is quicker to come. It is easier to
motivate yourself to get started when satisfaction seems quicker to come.
10.1 Successes 10.2 Challenges That Remain
I have had success in using the divide and conquer principle
to motivate myself to get started and accomplish in the
following situations:
-
-
-
-
I could use the divide and conquer principle in the
following situations:
-
-
-
-
Discussion Guide – Module Seven – 1. PFS 2. Procrastination
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.25 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Empowering questions
To gain more from the interviews
Interviews from Mod 7 Part 1 – Priority Feedback System (PFS)
11. Prof John Wesner – Carnegie Mellon University – Bell Labs, Retired
What insights did he share that you want to remember? What benefits did he find in the PFS as manager?
How can you use these insights in your life and the lives of those you care about?
12. Dr. Bill Opdyke, Motorola, Distinguished Member Technical Staff – Bell Labs, Retired
What insights did he share that you want to remember? What benefits did he find in the PFS as direct report?
How can you use these insights in your life and the lives of those you care about?
Discussion Guide – Module Seven – 1. PFS 2. Procrastination
© Steffen, Steffen & Associates, Inc. 2006, 2015 Part 2 7.26 1250 2015V Mod 7 Part 2 LE 2015.4.14 P 4/14/2015 11:51 AM
Interviews from Mod 7 Part 2
13. Woody Bliss, IBM Director, Ret. First Selectman, Weston, CT - Father of Susan and Barbara
Dr. Susan Bliss, OBGYN – North Carolina – Participated in Aligned Thinking in high school
What insights did they share that you want to remember?
How can you use these insights in your life and the lives of those you care about?
14. Barbara Bliss Mahnke, Manager, Corning Glass – Participated in Aligned Thinking in high school
What insights did she share that you want to remember?
How can you use these insights in your life and the lives of those you care about?
15. Woody Bliss and Tom Liguzinski – Insurance Agent, Cincinnati, OH
What insights did they share that you want to remember?
How can you use these insights in your life and the lives of those you care about?