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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



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”



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



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



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



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


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.



Diagram of Priority Feedback System Partners Guide - Challenge 1

SETTING THE STAGE



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.



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.



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.



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.



Priority Feedback System Sample 1 Holding Pen


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.



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.



Priority Feedback System Sample 2 After the first meeting


Rank

1 Priority


3 Action Steps


4 When Target Date

5 Who

6 MR4

7 Needed from

Manager To be Very


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.



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: ___/___/___


Interview with Dr. Bill Opdyke, Distinguished Member of Technical Staff, Motorola

There is a space under challenge 4 to record Bill’s insights



Priority Feedback System Sample 3 Second Meeting

Partners Guide - Challenge 3


Rank 1

Priority


3 Action Steps


4 When Target Date

5 Who

6 MR4

7 Needed from

Manager To be Very


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.



Priority Feedback System Sample 4 Second Meeting


1 Priority


3 Action Steps


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.)



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.




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.




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.



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


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


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



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



Procrastination Mistake 1 – Asking The Wrong Question


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.

.



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.



A Solution To Procrastination Mistake1 –

Asking The More Empowering Questions

Lee at Work – His Professional Life

Options 1. Complete performance appraisals


3. Plan next year’s goals and projects

4. Review the email


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.



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.



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.



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!


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.



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



3. Plan the next year’s goals and projects

4. Review the email


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.



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



3. Plan the next year’s goals and projects

4. Review the email


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.



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.



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.


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..



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)




The Personal Life Principle: Work Smart Principle #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

http://www.ssainternational.com/



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?”




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].

mailto:rjsteffen@Ssainternational



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.



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?

http://www.ssainternational.com/



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


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.


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.


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?”


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.




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 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?


-

-

-

-

-

-

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 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?


-

-

-

-

-

-



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?



1.

2.

8.3 Are there any columns or questions that need to be added to the PFS in your situation?



8.4 Are there any columns or questions that need to be dropped from the PFS in your situation?





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:

-

-

-

-



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?




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?


14. Barbara Bliss Mahnke, Manager, Corning Glass – Participated in Aligned Thinking in high school

What insights did she share that you want to remember?


15. Woody Bliss and Tom Liguzinski – Insurance Agent, Cincinnati, OH

What insights did they share that you want to remember?


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