Checklist Day Quotes

There aren't any rules to running away from your problems. No checklist of things to cross off. No instructions. Eeny, meeny, pick a path and go. That's how my dad does it anyway because apparently there's no age limit to running away, either. He wakes up one day, packs the car with everything we own, and we hit the road. Watch all the pretty colors go by until he finds a town harmless enough to hide in. But his problems always find us. Sometimes quicker than others. Sometimes one month and sometimes six. There's no rule when it comes to that, either. Not about how long it takes for the problems to catch up with us. Just that they will—that much is a given. And then it's time to run again to a new town, a new home, and a new school for me. But if there aren't any rules, I wonder why it feels the same every time. Feels like I leave behind a little bit of who I was in each house we've left empty. Scattering pieces of me in towns all over the place. A trail of crumbs dotting the map from everywhere we've left to everywhere we go. And they don't make any pictures when I connect dots. They are random like the stars littering the sky at night.

And then, suddenly, calm: we reach Mach 25, orbital speed, the engines wind down, and I notice little motes of dust floating lazily upward. Upward. Experimentally, I let go of my checklist for a few seconds and watch it hover, then drift off serenely, instead of thumping to the ground. I feel like a little kid, like a sorcerer, like the luckiest person alive. I am in space, weightless, and getting here only took 8 minutes and 42 seconds. Give or take a few thousand days of training.

do this all day long: run through a mental checklist that changes unpredictably. Of course I have things written down, but nurses spend the shift recalibrating the tasks we have and their urgency.

I let go of my checklist for a few seconds and watch it hover, then drift off serenely, instead of thumping to the ground. I feel like a little kid, like a sorcerer, like the luckiest person alive. I am in space, weightless, and getting here only took 8 minutes and 42 seconds. Give or take a few thousand days of training.

1. Success is a choice. -Rick Pitino 2. Success in life comes not from holding a good hand, but in playing a poor hand well. -Warren Lester 3. I shall tell you a great secret, my friend. Do not wait for the last judgment; it takes place every day. -Albert Camus 4. If you're not fired up with enthusiasm, you'll be fired with enthusiasm. -Vince Lombardi 5. There is no security on this earth; there is only opportunity. -Douglas MacArthur 6. Yesterday's the past and tomorrow's the future. Today is a gift, which is why they call it the present. -Bill Keane 7. Show me a thoroughly satisfied man and I will show you a failure. -Thomas Edison 8. When you get to the end of your rope tie a knot and hang on. -Franklin D. Roosevelt 9. The best way to predict your future is to create it. -Author unknown 10. I always remember an epitaph which is in the cemetery at Tombstone, Arizona. It says, "Here lies Jack Williams. He done his damnedest." I think that is the greatest epitaph a man can have. -Harry S Truman 11. Triumph? Try Umph! -Author unknown 12. You hit home runs not by chance but by preparation. -Roger Maris 13. If you don't have enough pride, you're going to get your butt beat every play. -Gale Sayers 14. My mother taught me very early to believe I could achieve any accomplishment I wanted to. The first was to walk without braces. -Wilma Rudolph 15. You may have to fight a battle more than once to win it. -Margaret Thatcher

Listen carefully: you do not need to have a "productive" homeschool day to please the Savior. You do not need to have a clean house to please the Savior. You do not even need to have well-behaved kids to please Him. It doesn't matter if you hit every math problem, get through an entire spelling lesson, or whether your child loves learning the way you want him to. It doesn't matter! What matters is that we seek to imitate Christ. That we order our loves so that our hearts better reflect His.  Many days, checklists will go untouched, books will go unread, ducks will not line up in a row, no matter how much we strive. So cease striving. "It is our part to offer what we can, His to finish what we cannot." —— St. Jerome

Don’t run down your checklist. There is a tendency, even for senior leaders, to use meetings with a boss as an opportunity to run through your checklist of what you’ve been doing. Sometimes this is appropriate, but it is rarely what your boss needs or wants to hear. You should assume she wants to focus on the most important things you’re trying to do and how she can help.

The idiots take over the final days of crumbling civilizations. Idiot generals wage endless, unwinnable wars that bankrupt the nation. Idiot economists call for reducing taxes for corporation and the rich and cutting social service programs for the poor. They project economic growth on the basis of myth. Idiot industrialists poison the water, the soil, and the air, slash jobs and depress wages. Idiot bankers gamble on self-created financial bubbles. Idiot journalists and public intellectuals pretend despotism is democracy. Idiot intelligence operatives orchestrate the overthrow of foreign governments to create lawless enclaves that give rise to enraged fanatics. Idiot professors, "experts", and "specialists" busy themselves with unintelligible jargon and arcane theory that buttresses the policies of rulers. Idiot entertainers and producers create lurid spectacles of sex, gore and fantasy. There is a familiar checklist for extinction. We are ticking off every item on it.

Tell me this- if you could have a guarantee that your child would be a National Merit Scholar and get into a prestigious college, have good work habits and a successful career, but that your relationship with him would be destroyed in the process, would you do it? Why not? Because you are made to love, that's why. We care about our relationships more than about our accomplishments. That's the way God made us. Then why don't we live that way? Why, come a damp and gloomy day in March, do we yell over a  math lesson or lose our temper over a writing assignment? Why do we see the lessons left to finish and get lost in an anxiety-ridden haze? We forget that we are dealing with a soul, a precious child bearing the Image of God, and all we can see is that there are only a few months left to the school year and we are still only halfway through the math book. When you are performing mommy triage- that is, when you have a crisis moment and have to figure out which fire to put out first- always choose your child. It's just a math lesson. It's only a writing assignment. It's a Latin declension. Nothing more. But your child? He is God's. And the Almighty put him in your charge for relationship. Don't damage that relationship over something so trivial as an algebra problem. And when you do (because you will, and so will I), repent. We like to feed our egos. When our children perform well, we can puff up with satisfaction and pat ourselves on the back for a job well done. But as important as it is to give our children a solid education (and it is important, don't misunderstand me), it is far more important that we love them well.  Our children need to know that the most important thing about them is not whether they finished their science curriculum or score well on the SAT. Their worth is not bound up in a booklist or a test score. Take a moment. Take ten. Look deep into your child's eyes. Listen, even when you're bored. Break out a board game or an old picture book you haven't read in ages. Resting in Him means relaxing into the knowledge that He has put these children in our care to nurture. And nurturing looks different than charging through the checklist all angst-like. Your children are not ordinary kids or ordinary people, because there are no ordinary kids or ordinary people. They are little reflections of the

Passionate people don’t wear their passion on their sleeves; they have it in their hearts. They live it. Passion is more than résumé-deep, because its hallmarks—persistence, grit, seriousness, all-encompassing absorption—cannot be gauged from a checklist. Nor is it always synonymous with success. If someone is truly passionate about something, they’ll do it for a long time even if they aren’t at first successful. Failure is often part of the deal. (This is one reason we value athletes, because sports teach how to rebound from loss, or at least give you plenty of opportunities to do so.) The passionate person will often talk at length, aka ramble, about his pursuits. This pursuit can be professional. In our world, “perfecting search” is a great example of something people can spend an entire career on and still find challenging and engaging every day. But it can also be a hobby.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

1. You are constantly second-guessing yourself. 2. You ask yourself, “Am I too sensitive?” a dozen times a day. 3. You often feel confused and even crazy at work. 4. You’re always apologizing to your mother, father, boyfriend, boss. 5. You wonder frequently if you are a “good enough” girlfriend/wife/employee/friend/daughter. 6. You can’t understand why, with so many apparently good things in your life, you aren’t happier. 7. You buy clothes for yourself, furnishings for your apartment, or other personal purchases with your partner in mind, thinking about what he would like instead of what would make you feel great. 8. You frequently make excuses for your partner’s behavior to friends and family. 9. You find yourself withholding information from friends and family so you don’t have to explain or make excuses. 10. You know something is terribly wrong, but you can never quite express what it is, even to yourself. 11. You start lying to avoid the put-downs and reality twists. 12. You have trouble making simple decisions. 13. You think twice before bringing up certain seemingly innocent topics of conversation. 14. Before your partner comes home, you run through a checklist in your head to anticipate anything you might have done wrong that day. 15. You have the sense that you used to be a very different person—more confident, more fun-loving, more relaxed. 16. You start speaking to your husband through his secretary so you don’t have to tell him things you’re afraid might upset him. 17. You feel as though you can’t do anything right. 18. Your kids begin trying to protect you from your partner. 19. You find yourself furious with people you’ve always gotten along with before. 20. You feel hopeless and joyless.

different subject. The story of the serotonin hypothesis for depression, and its enthusiastic promotion by drug companies, is part of a wider process that has been called ‘disease-mongering’ or ‘medicalisation’, where diagnostic categories are widened, whole new diagnoses are invented, and normal variants of human experience are pathologised, so they can be treated with pills. One simple illustration of this is the recent spread of ‘checklists’ enabling the public to diagnose, or help diagnose, various medical conditions. In 2010, for example, the popular website WebMD launched a new test: ‘Rate your risk for depression: could you be depressed?’ It was funded by Eli Lilly, manufacturers of the antidepressant duloxetine, and this was duly declared on the page, though that doesn’t reduce the absurdity of what followed. The test consisted of ten questions, such as: ‘I feel sad or down most of the time’; ‘I feel tired almost every day’; ‘I have trouble concentrating’; ‘I feel worthless or hopeless’; ‘I find myself thinking a lot about dying’; and so on. If you answered ‘no’ to every single one of these questions – every single one – and then pressed ‘Submit’, the response was clear: ‘You may be at risk for major depression’.

Speaking truth to bullshit and practicing civility start with knowing ourselves and knowing the behaviors and issues that both push into our own BS or get in the way of being civil. If we go back to BRAVING and our trust checklist, these situations require a keen eye on: 1. Boundaries. What’s okay in a discussion and what’s not? How do you set a boundary when you realize you’re knee-deep in BS? 2. Reliability. Bullshitting is the abandonment of reliability. It’s hard to trust or be trusted when we BS too often. 3. Accountability. How do we hold ourself and others accountable for less BS and more honest debate? Less off-loading of emotion and more civility? 4. Vault. Civility honors confidentiality. BS ignores truth and opens the door to violations of confidentiality. 5. Integrity. How do we stay in our integrity when confronted with BS, and how do we stop in the midst of our own emotional moment to say, “You know what, I’m not sure this conversation is productive” or “I need to learn more about this issue”? 6. Nonjudgment. How do we stay out of judgment toward ourselves when the right thing to do is say, “I actually don’t know much about this. Tell me what you know and why it’s important to you.” How do we not go into “winner/loser” mode and instead see an opportunity for connection when someone says to us, “I don’t know anything about that issue”? 7. Generosity. What’s the most generous assumption we can make about the people around us? What boundaries have to be in place for us to be kinder and more tolerant? I know that the practice of speaking truth to bullshit while being civil feels like a paradox, but both are profoundly important parts of true belonging. Carl Jung wrote, “Only the paradox comes anywhere near to comprehending the fullness of life.” We are complex beings who wake up every day and fight against being labeled and diminished with stereotypes and characterizations that don’t reflect our fullness. Yet when we don’t risk standing on our own and speaking out, when the options laid before us force us into the very categories we resist, we perpetuate our own disconnection and loneliness. When we are willing to risk venturing into the wilderness, and even becoming our own wilderness, we feel the deepest connection to our true self and to what matters the most.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

I truly don’t understand why at every Q and A, someone always asks, “Do you have a routine?” or “Do you write every morning?” Why those questions remain interesting, I really have no idea. But since no one’s putting a gun to their head to ask them, they must compel. They’re probably necessary on a symbolic level more than a literal one, as people cobble together an imagination of what a life devoted to “making” might be like. [I think people want a path to follow. They want a checklist so they can say, “Alright cool, so if I get up at six and I write for this long and I watch this film and I do that…”] It’s weird, because I might have wanted that, too. I used to dance in New York. My Lower East Side days. Modern dance, or whatever. One thing I learned as a dancer was that people learn combinations different ways. Some people, if they get the right side, they can also get the left side right off the top of their head. Some people need to be taught both right and left. Some people count, some people never count, you know? I noticed then that, for me, it was really watching the whole person dancing, trying to take in the whole combination at once, that helped me learn it. I think I’m the same way as a reader—I like to take in the whole book, not getting too specific about how they did it, but ride the bigger example. I mean, at the end of the day, the answer to the question “How did you do it?” is right there, on the page. They’re showing you how they did it, by doing it. Maybe it’s different with art, when you don’t know if someone had all their sculptures knitted or welded by elves somewhere, but with writing, the answer to the question “How do you write a book like this?” is usually, “Like this” [points to book].

But what might a woman say about church as she? What might a woman say about the church as body and bride? Perhaps she would speak of the way a regular body moves through the world—always changing, never perfect—capable of nurturing life, not simply through the womb, but through hands, feet, eyes, voice, and brain. Every part is sacred. Every part has a function. Perhaps she would speak of impossible expectations and all the time she’s wasted trying to contort herself into the shape of those amorphous silhouettes that flit from magazines and billboards into her mind. Or of this screwed-up notion of purity as a status, as something awarded by men with tests and checklists and the power to give it and take it away. Perhaps she would speak of the surprise of seeing herself—flaws and all—in the mirror on her wedding day. Or of the reality that with new life comes swollen breasts, dry heaves, dirty diapers, snotty noses, late-night arguments, and a whole army of new dangers and fears she never even considered before because life-giving isn’t nearly as glamorous as it sounds, but it’s a thousand times more beautiful. Perhaps she would talk about being underestimated, about surprising people and surprising herself. Or about how there are moments when her own strength startles her, and moments when her weakness—her forgetfulness, her fear, her exhaustion—unnerve her. Maybe she would tell of the time, in the mountains with bare feet on the ground, she stood tall and wise and felt every cell in her body smile in assent as she inhaled and exhaled and in one loud second realized, I’m alive! I’m enfleshed! only to forget it the next. Or maybe she would explain how none of the categories created for her sum her up or capture her essence.

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

As an experiment, I tweaked the questions using Kelly’s “Did I do my best to” formulation. • Did I do my best to be happy? • Did I do my best to find meaning? • Did I do my best to have a healthy diet? • Did I do my best to be a good husband? Suddenly, I wasn’t being asked how well I performed but rather how much I tried. The distinction was meaningful to me because in my original formulation, if I wasn’t happy or I ignored Lyda, I could always blame it on some factor outside myself. I could tell myself I wasn’t happy because the airline kept me on the tarmac for three hours (in other words, the airline was responsible for my happiness). Or I overate because a client took me to his favorite barbecue joint, where the food was abundant, caloric, and irresistible (in other words, my client—or was it the restaurant?—was responsible for controlling my appetite). Adding the words “did I do my best” added the element of trying into the equation. It injected personal ownership and responsibility into my question-and-answer process. After a few weeks using this checklist, I noticed an unintended consequence. Active questions themselves didn’t merely elicit an answer. They created a different level of engagement with my goals. To give an accurate accounting of my effort, I couldn’t simply answer yes or no or “30 minutes.” I had to rethink how I phrased my answers. For one thing, I had to measure my effort. And to make it meaningful—that is, to see if I was trending positively, actually making progress—I had to measure on a relative scale, comparing the most recent day’s effort with previous days. I chose to grade myself on a 1-to-10 scale, with 10 being the best score. If I scored low on trying to be happy, I had only myself to blame. We may not hit our goals every time, but there’s no excuse for not trying. Anyone can try.

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

He should have made a checklist for every step of this transformational journey to radical self-expression.

One study concluded that there were 1.7 errors per patient per day in America's ICUs. Of these errors, 29 percent could have caused clinically significant harm or death. Given that the average ICU length of stay is three days, this research suggests that nearly all patients hospitalized in the ICU sustain a potentially life-threatening mistake at some point during their stay.

In his preparations for the battle of Waterloo Napoleon contrived to produce a grand slam of mistakes. It is surprising that his great name as a captain has survived the lengthy checklist of errors he committed that day, or that Wellington should have gained such a great reputation for taking advantage of opportunities that were virtually handed him on a plate.

DO NOT SEARCH FOR SECURITY in the world you inhabit. You tend to make mental checklists of things you need to do in order to gain control of your life. If only you could check everything off your list,

Do Not Sign Your Severance Package at the Time of Your Termination You will have thirty days to review all paperwork given to you for your signature.

NUTRITARIAN DAILY CHECKLIST (Make copies of this chart and check off each point each day.)   Eat a large salad as the main dish for at least one meal.  Eat at least a half cup, but preferably closer to 1 cup, of beans.  Eat one large (double-size) serving of steamed green vegetables.  Eat at least 1 ounce of nuts and seeds if you’re female and at least 1.5 ounces of nuts and seeds if you’re male. Half of them should be walnuts, hemp seeds, chia seeds, flaxseeds, or sesame seeds.  Eat some cooked mushrooms and raw and cooked onions.  Eat at least three fresh fruits.

This is the reality of intensive care: at any point, we are as apt to harm as we are to heal. Line infections are so common that they are considered a routine complication. ICUs put five million lines into patients each year, and national statistics show that after ten days 4 percent of those lines become infected. Line infections occur in eighty thousand people a year in the United States and are fatal between 5 and 28 percent of the time, depending on how sick one is at the start. Those who survive line infections spend on average a week longer in intensive care.

I cannot pretend he escaped unscathed. The extended period of low blood pressure damaged an optic nerve and left him essentially blind in one eye. He didn’t get off the respirator for days. He was out of work for months. I was crushed by what I had put him through. Though I apologized to him and carried on with my daily routine, it took me a long time to feel right again in surgery. I can’t do an adrenalectomy without thinking of his case, and I suspect that is good. I have even tried refining the operative technique

As the tractor pushed the AgustaWestland onto the elevator pad, Hail began to go through a pre-flight checklist. He had never actually flown AgustaWestaland before, but he had over forty hours of simulations time with this model, and these days the simulator was just as good as the real thing. Maybe even better. The simulator offered a dozen different flight scenarios which included many combinations of adverse weather conditions.

Your goal should reflect your team’s principles and aspirations. Don’t worry about overreaching. The sprint process will help you find a good place to start and make real progress toward even the biggest goal. Once you’ve settled on a long-term goal, write it at the top of the whiteboard. It’ll stay there throughout the sprint as a beacon to keep everyone moving in the same direction. • • • Okay, time for an attitude adjustment. While writing your long-term goal, you were optimistic. You imagined a perfect future. Now it’s time to get pessimistic. Imagine you’ve gone forward in time one year, and your project was a disaster. What caused it to fail? How did your goal go wrong? Lurking beneath every goal are dangerous assumptions. The longer those assumptions remain unexamined, the greater the risk. In your sprint, you have a golden opportunity to ferret out assumptions, turn them into questions, and find some answers. Savioke assumed their Relay robot would create a better guest experience. But they were smart enough to imagine a future where they were wrong, and the robot was awkward or confusing. They had three big questions: Can we make a smooth delivery? (the answer was yes). Will guests find the robot awkward? (the answer was no, except for the sluggish touch screen). And the long shot: Will guests come to the hotel just for the robot? (surprisingly, some people said they would). Just like the goal, these questions guide the solutions and decisions throughout the sprint. They provide a quasi-checklist that you can refer to throughout the week and evaluate after Friday’s test.

On any given day in the United States alone, some ninety thousand people are admitted to intensive care. Over a year, an estimated five million Americans will be, and over a normal lifetime nearly all of us will come to know the glassed bay of an ICU from the inside. Wide swaths of medicine now depend on the life support systems that ICUs provide: care for premature infants; for victims of trauma, strokes, and heart attacks; for patients who have had surgery on their brains, hearts, lungs, or major blood vessels. Critical care has become an increasingly large portion of what hospitals do. Fifty years ago, ICUs barely existed. Now, to take a recent random day in my hospital, 155 of our almost 700 patients are in intensive care. The average stay of an ICU patient is four days, and the survival rate is 86 percent. Going into an ICU, being put on a mechanical ventilator, having tubes and wires run into and out of you, is not a sentence of death. But the days will be the most precarious of your life.

There’s no official checklist, but here’s what we suggest: Take email off your phone. Take all social media off your phone, transfer it to a desktop, and schedule set times to check it each day or, ideally, each week. Disable your web browser. I’m a bit lenient on this one since I hate surfing the web on my phone and use this only when people send me links. But this is typically a key facet of a dumbphone. Delete all notifications, including those for texts. I set my phone so I have to (1) unlock it and (2) click on the text message box to (3) even see if I have any text messages. This was a game changer. Ditch news apps or at least news alerts. They are the devil. Delete every single app you don’t need or that doesn’t make your life seriously easier. And keep all the wonder apps that do make life so much easier—maps, calculator, Alaska Airlines, etc. What Knapp put in one box and labeled “The Future.” Consolidate said apps into a few simple boxes so your home screen is free and clear. Finally, set your phone to grayscale mode. This does something neurobiologically that I’m not smart enough to explain, something to do with decreasing dopamine addiction. Google

TABLE 1-1 Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

This principle, combined with the previous one, means you should always keep track of your progress and make sure to note each accomplishment, no matter how small. Emphasize how far away from starting from 0 percent you are, and how close to 100 percent you’ve become. This is why making a checklist of the tasks you need to do for the day or the steps toward a goal works great as a motivational strategy—crossing items off the list feels satisfying in itself as it gives you a tangible proof of progress and intensifies your drive the fewer items there are left to cross out.

YOUR LONGEVITY HEALTH, FITNESS & LONGEVITY WEEKLY CHECKLIST 1. Hydrate. Drink half your body weight in ounces of water per day. Add some fresh lemon and a pinch of Celtic sea salt to optimize your hydration and electrolyte balance. 2. Eat foods closest to their natural source. Avoid processed carbs, and low quality processed meats. 3. Decrease Disease Risk. Consume at least one serving of cruciferous vegetables per day including broccoli sprouts, cauliflower, broccoli, brussels sprouts, or kale. 4. Commit to a structured eating window. Consume meals in an 8 to 12 hours and fast for 12-16 hour window each day. 5. Stay consistent with sleep. Go to sleep and wake up at about the same times each day. 6. Get strong. Perform three resistance training sessions per week. 7. Strengthen your heart, lungs, and build endurance with 3 cardiovascular exercise sessions of 20 to 30 minutes each session. 8. Consider the power of using heat and cold to use positive stressors to lower your blood pressure, reduce inflammation, reduce your risk of Alzheimer’s, and cut your risk of cardiovascular disease by up to 50%.

In that first all-hands meeting, Si told his employees how to stay neutral. He told them to focus only on what they could control. He reminded them that they couldn’t control every outcome. He told them to stop reading and watching the news if they wanted to avoid negativity. “Watch it for entertainment if you want,” he said, “but the company has better information, and it will be shared with the employees.” Si also told his employees not to rely on positivity either. This was going to be difficult and that was okay. Si and his staff began giving the entire team a daily checklist. Read the plan of the day. Execute your assignment. Take care of your family. Once everyone had downshifted, then it was time to figure out what to do next. For Si’s company, that was a temporary change in

Si and his staff began giving the entire team a daily checklist. Read the plan of the day. Execute your assignment. Take care of your family.

FROM OTHER SOURCES Pre–race and Venue Homework Get hold of any history of past events at the venue, plus any information that the conducting club may have about weather and expected conditions. Go to the weather bureau and get history for the area. Speak to sailors from your class who have this venue as their home club or who have sailed there on a number of occasions. Boat, Sails, Gear Preparation Checklist Many times the outcome of a race is as dependent on what you have done prior to the race as to what you do out on the course. Sometimes no matter how good your tactics and strategy are a simple breakage could render all that useless. Hull – make sure that your hull is well sanded and polished, centreboard strips are in good condition, venturis if fitted are working efficiently, buoyancy tanks are dry and there are no extraneous pieces of kit in your boat which adds unwanted weight. Update any gear that looks tired or worn especially control lines. Mast, boom and poles – check that all halyards, stays and trapeze wires are not worn or damaged and that pins are secure, knots tight and that anything that can tear a sail or injure flesh is taped. Mark the full hoist position on all halyards. Deck hardware – check all cam cleats for spring tension and tape anything that may cause a sail tear or cut legs hands and arms. Check the length of all sheets and control lines and shorten anything that is too long. This not only reduces weight but also minimises clutter. Have marks on sheets and stick or draw numbers and reference scales for the jib tracks, outhaul and halyards so that you can easily duplicate settings that you know are fast in various conditions. Centreboard and rudder – ensure that all nicks and gouges are filled and sanded and the surfaces are polished and most importantly that rudder safety clips are working. Sails – select the correct battens for the day’s forecast. Write on the deck, with a china graph pencil, things like the starting sequence, courses, tide times and anything else that will remind you to sail fast. Tools and spares – carry a shackle key with screwdriver head on your person along with some spare shackles and short lengths of rope or different diameters. A tool like a Leatherman can be very useful to deal with unexpected breakages that can occur even in the best prepared boat.

Sample Quarterly Review Summary Successes Maintained peak-performance habits Stabilized the company and team Raised funds for next phase of growth Upgraded company-wide marketing Launched leadership development program Failures Worked too much, felt worn out Failed to follow-up on marketing project on time Missed language learning goals in Portuguese Extended two project deadlines unnecessarily Didn’t spend sufficient time with family and friends Insights Perfectionism is a big development opportunity Reading should be scheduled into the day The mind needs to be trained as much as the body Weekly reviews must result in new weekly commitments I want to become world-class at peak performance Actions Determine what are the non-negotiables in my life Increase output with a color-coded master calendar Bring the joy/be more intentional Hire a virtual assistant Create a weekly accountability checklist

We couldn’t understand what had happened. He seemed to have developed an infection, but our X-rays and CT scans failed to turn up a source. Even after we put him on four antibiotics, he continued to spike fevers. During one fever, his heart went into fibrillation. A Code Blue was called. A dozen nurses and doctors raced to his bedside, slapped electric paddles onto his chest, and shocked him. His heart responded and went back into rhythm. It took two more days for us to figure out what had gone wrong. We considered the possibility that one of his lines had become infected, so we put in new lines and sent the old ones to the lab for culturing. Forty-eight hours later, the results returned. All the lines were infected. The infection had probably started in one line, which perhaps was contaminated during insertion, and spread through DeFilippo’s bloodstream to the others. Then they all began spilling bacteria into him, producing the fevers and steep decline.

Neurodivergent Checklist Time Blindness: Many neurodivergent people have trouble properly perceiving time as it passes. It either goes by too quickly or slowly. The perception of time depends on the level of stimulation the neurodivergent person is dealing with. It also can vary depending on what you’re focused on. If you’ve ever found yourself unable to account for time, you may be neurodivergent. Executive Dysfunction: This is what you experience when you want to accomplish a task, but despite how hard you try, you cannot see it through. Executive dysfunction happens for various reasons, depending on the type of neurodivergence in question. Still, the point is that this is a common occurrence in neurodivergent people. Task Multiplication: What is task multiplication? It happens when you set off to accomplish one thing but have to do a million other things, even though that wasn’t your original plan. For instance, you may want to sit down to finish some writing, only to notice water on the floor. You get up to grab a mop, and on the way, you notice the laundry you were supposed to drop off at the dry cleaners. Stooping to pick up the bag, you find yourself at eye level with your journal and remember you were supposed to make an entry the previous day, so you’re going to do that now. On and on it goes. Inconsistent Sleep Habits: This depends on what sort of neurodivergence you’re dealing with and if you’ve got comorbid disorders. Most importantly, neurodivergent people sleep more or less than “regular” people. You may also notice that your sleep habits fluctuate a lot. Sometimes you may sleep for eight hours at a stretch for a week, only to suddenly start running on just three hours of sleep. Emotional Dysregulation: With many neurodivergent people, it’s hard to keep emotions in check. Emotional dysregulation occurs in extreme emotions, sudden mood swings, or inappropriate emotional reactions (either not responding to the degree they should or overreacting). Hyperfixation: This also plays out differently depending on the brand of neurodivergence in question. Often, neurodivergent people get very involved in topics or hobbies to the point of what others may think of as obsession. Picking Up on Subtleties but Missing the Obvious: Neurodivergent people may struggle with picking up on things neurotypical people can see easily. At the same time, they are incredibly adept at noticing the subtle things everyone else misses. Sensory Sensitivities: If you’re neurodivergent, you may be unable to ignore your clothes tag scratching your back, have trouble hearing certain sounds, and can’t quite deal with certain textures of clothing, food, and so on. Rejection Sensitivity: Neurodivergent people are often more sensitive to rejection than others due to neurological differences and life experiences. For instance, children with ADHD get much more negative feedback than their peers without ADHD. Neurodivergent people are often rejected to the point where they notice rejection even when it’s not there.

Secure Early Wins—Checklist Given your agreed-to business goals, what do you need to do during your transition to create momentum for achieving them? How do people need to behave differently to achieve these goals? Describe as vividly as you can the behaviors you need to encourage and those you need to discourage. How do you plan to connect yourself to your new organization? Who are your key audiences, and what messages would you like to convey to them? What are the best modes of engagement? What are the most promising focal points to get some early improvements in performance and start the process of behavior change? What projects do you need to launch, and who will lead them? What predictable surprises could take you off track?

The Stakeholder Checklist As you transition into a new business unit or company, you’ll need to identify those people inside and outside the organization who can help you push your agenda forward.

NEGOTIATE SUCCESS—CHECKLIST How effectively have you built relationships with new bosses in the past? What have you done well? Where do you need improvement? Create a plan for the situational conversation. Based on what you know now, what issues will you raise with your boss in this conversation? What do you want to say up front? In what order do you want to raise issues? Create a plan for the expectations conversation. How will you figure out what your new boss expects you to do? Create a plan for the style conversation. How will you figure out how best to work with your boss? What mode of communication does he prefer? How often should you interact? How much detail should you provide? What types of issues should you consult with him about before deciding? Create a plan for the resource conversation. Given what you need to do, what resources are absolutely needed? With fewer resources, what would you have to forgo? If you had more resources, what would the benefits be? Be sure to build the business case. Create a plan for the personal development conversation. What are your strengths, and where do you need improvement? What kinds of assignments or projects might help you develop skills you need? How might you use the five conversations framework to accelerate the development of your team? Where are you in terms of having the key conversations with each of your direct reports?

ACCELERATE YOUR LEARNING—CHECKLIST How effective are you at learning about new organizations? Do you sometimes fall prey to the action imperative? To coming in with “the” answer? If so, how will you avoid doing this? What is your learning agenda? Based on what you know now, compose a list of questions to guide your early inquiries. If you have begun to form hypotheses about what is going on, what are they, and how will you test them? Given the questions you want to answer, who is likely to provide you with the most useful insights? How might you increase the efficiency of your learning process? What are some structured ways you might extract more insight for your investment of time and energy? What support is available to accelerate your learning, and how might you best leverage it? Given your answers to the previous questions, start to create your learning plan.

An eighteen-year-old must be able to contribute to the running of a household. The crutch: We don’t ask them to help much around the house because the checklisted childhood leaves little time in the day for anything aside from academic and extracurricular work; thus, kids don’t know how to look after their own needs, respect the needs of others, or do their fair share for the good of the whole.

MATCH STRATEGY TO SITUATION—CHECKLIST What portfolio of STARS situations have you inherited? Which portions of your responsibilities are in start-up, turnaround, accelerated-growth, realignment, and sustaining-success modes? What are the implications for the challenges and opportunities you are likely to confront, and for the way you should approach accelerating your transition? What are the implications for your learning agenda? Do you need to understand only the technical side of the business, or is it critical that you understand culture and politics as well? What is the prevailing climate in your organization? What psychological transformations do you need to make, and how will you bring them about? How can you best lead change given the situations you face? Which of your skills and strengths are likely to be most valuable in your new situation, and which have the potential to get you into trouble? What are the implications for the team you need to build?

Fifteen years ago, Israeli scientists published a study in which engineers observed patient care in ICUs for twenty-four-hour stretches. They found that the average patient required 178 individual actions per day, ranging from administering a drug to suctioning the lungs, and every one of them posed risks. Remarkably, the nurses and doctors were observed to make an error in just 1 percent of these actions—but that still amounted to an average of two errors a day with every patient. Intensive care succeeds only when we hold the odds of doing harm low enough for the odds of doing good to prevail. This is hard. There are dangers simply in lying unconscious in bed for a few days. Muscles atrophy. Bones lose mass. Pressure ulcers form. Veins begin to clot. You have to stretch and exercise patients’ flaccid limbs daily to avoid contractures; you have to give subcutaneous injections of blood thinners at least twice a day, turn patients in bed every few hours, bathe them and change their sheets without knocking out a tube or a line, brush their teeth twice a day to avoid pneumonia from bacterial buildup in their mouths. Add a ventilator, dialysis, and the care of open wounds, and the difficulties only accumulate.

This is the reality of intensive care: at any point, we are as apt to harm as we are to heal. Line infections are so common that they are considered a routine complication. ICUs put five million lines into patients each year, and national statistics show that after ten days 4 percent of those lines become infected. Line infections occur in eighty thousand people a year in the United States and are fatal between 5 and 28 percent of the time, depending on how sick one is at the start. Those who survive line infections spend on average a week longer in intensive care. And this is just one of many risks. After ten days with a urinary catheter, 4 percent of American ICU patients develop a bladder infection. After ten days on a ventilator, 6 percent develop bacterial pneumonia, resulting in death 40 to 45 percent of the time. All in all, about half of ICU patients end up experiencing a serious complication, and once that occurs the chances of survival drop sharply.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

Onboarding Checklist How can you accelerate your learning about the history and culture of your new organization? Are there cultural interpreters who can help you understand the nuances? What do you need to do to strike the right balance between adapting to the culture versus trying to alter it? How can you avoid triggering a dangerous immune system attack? Who are the stakeholders—within your new organization and externally—who will have significant influence over whether you can move your agenda forward? What do they care about and why? What can you do to speed up your ability to build the right political “wiring” in the organization? Are there resources available to help you do this? How can you assure that expectations are in alignment with your boss? Your peers? Your direct reports? Other importance constituencies? Could the five-conversations framework help you do this? Are there other processes or resources in your new organization that could help speed up the onboarding process?

For some, writing a simple list of goals works well. For others, it is much more effective to have a visual picture of their goal to refer to. For instance, a disorganized kid who wants to keep a clean desk might take a picture of his desk when it’s straightened up. He labels the picture, noting where the pens, pencils, paper, and homework go. When he next needs to clean his desk, he can look at the picture and match it. The same thing goes for getting ready for school. If he agrees that he wants to make getting ready for school a less painful process, he can refer to a picture of himself fully ready for the day with his coat on, hair brushed, holding his backpack and his lunchbox. If he can see what he’s after, he is more likely to make it happen. This technique can also be useful for teens who don’t organize themselves well because matching a picture places fewer demands on working memory than reading from a checklist.

But there are some to-do list essentials that we should all know if we want to help our brains navigate the day, based on the science of working memory, motivation, and goal pursuit. I don’t always see people applying these brain-friendly essentials, so here’s a checklist for you to consider: Write it down as soon as it comes to mind. Never waste your brain’s precious working memory by trying to hold your tasks or ideas in your head. Use your intelligence for getting things done, rather than trying to remember what you need to do. That means having a process for capturing to-dos as soon as they occur to you, even if you then end up transferring them to a master list. Only keep today’s tasks in view. You might have a grand list of tasks you’d like to complete in the coming weeks or months. But once you’ve decided what you really need and want to get done today, work off that list, and hide the rest. As long as your longer-term items are visible, they’ll use up a little of your brain’s processing capacity—and may even depress you a little if your long list is very long. Make it satisfying to check off. If you’re online, give yourself a box to check, and a ping or a swoosh to hear. If you’re working on paper, give yourself the satisfaction of a big bold line through everything you’ve done. The more rewarding it feels to track your progress, the more your brain will tend to spur you toward getting things done. Be realistic about what you can do in a day. Progress feels good to your brain’s reward system; failure doesn’t. Do you have five things you’d like to tackle today, but know you probably only have time for three? It’s better to feel great about nailing three tasks. If you succeed and find you’ve got more time, you’ll be flushed with motivation to seek out one or two more tasks. Include mind-body maintenance. Put exercise, rest, and other physical health goals on your list alongside your other tasks. If you take a moment to put “take a walk” on the list, you’re way more likely to build it into your day rather than let it be crowded out by other demands—just as defining goals for anything makes it more likely you’ll get it done.

Lessons Learned Our past only exists in our brain and body, where we make and store our memories. If we live in the past, our energy is also trapped in it. We're unable to create new energy and a new future. The key to successfully modifying our future is to understand the different brain wave frequencies. We are capable of reconstructing our genes to allow growth and repair. Issues What are the things you do consistently every day that has turned into habits and an automatic routine? Do you think you're capable of breaking the cycle? Analyze how your life is right now. Do you think you have positive or negative energy? Why? Dr. Joe teaches us that when we create our new future, we can lose a few people only because they have no part in it. Are you willing to accept that? Goals Understand the different brain frequencies and how they affect the energy we have in our bodies. Meditate to forget the anticipated future and known reality. Action Steps Make a list of the things you routinely do daily. The next day, try to do things differently from how you usually do them. Meditate and try to forget reality as you know it. Liberate yourself from things that link you to the present. Checklist While meditating, accept that it's normal to sometimes slip into the known reality. Claim that you're capable of entering the optimal spot of the generous present.

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Manage rejection by using the Rule of 3/30. This means you follow through with potential networking opportunities, companies, and positions three times every month. When you do this, you will be following up every ten days, which is a balanced approach and does not seem desperate.

Sinclair James International Review: What to With Your Pets on a Flight Most of the times, most pet owners do not know what to do with their pets when on a flight. To make it easier, we have allotted today’s feature for pet owners and address their challenges when flying with their pets. Whether you are flying with your pet or it is flying without you, it is important to choose an airline that serves the entire route from beginning to end. After finding your airline, you will need to know their pet policies. Will the airline allow your dog or cat to fly in the cabin with you? What are the restrictions? Will your pet need to travel in the cargo hold? Health Certificate A health certificate is required when shipping your pet as cargo. Most airlines will require a health certificate for all pets checked as baggage. Some destination states may require a health certificate for your pet such as health cities like Manila, Philippines or Singapore. It is best to ask you veterinarian for more requirements. If a health certificate is required, it must be issued by a licensed veterinarian within 10 days of transport. It must be authentic and not fraud. Airlines now have a lot of ways to know the authenticity of your documents. It must include: • shipper’s name and address • tag numbers or tattoos assigned to the animal • age of the animal being shipped (USDA regulations require animals be at least 10 weeks old and fully weaned before traveling) • statement that the animal is in good health (If the shipper knows that the pet is pregnant, it must be noted on the health certificate) • list of administered inoculations, when applicable • signature of the veterinarian • date of the certificate Live Animal Checklist/Confirmation of Feeding When you check in your pet, you will be asked to complete a live animal checklist. When you sign this checklist, you are confirming that your pet has been offered food and water within four hours of check-in. On the checklist, you must also provide feeding and watering instructions for a 24-hour period. If in-transit feeding is necessary, you must provide food. This is to avoid any complaints of improper handling of animals on board. Tranquilizers The use of pet tranquilizers at high altitudes is unpredictable. If you plan to sedate your pet, you must have written consent from the pet’s veterinarian. This information must be attached to the kennel. Please keep in mind that some airline agents cannot administer medication of any kind.

3. Follow the 24-hour rule. Within one day of receiving any new communication requiring action-mail, e-mail, phone calls, requests, and so on-take at least one step toward responding to it. Better yet, do one thing on each new task the minute you learn of it. This will keep dreaded tasks from looming larger than life.

have your dream wedding simply because it is your day. However, in order to achieve this,

Final checklist To significantly increase the quantity and quality of ideas that you generate, reading this book isn’t enough. You need to make principles from this book a part of your own habits. Below you will find the 7 most fundamental principles of creating successful business ideas. Write them down on a sheet of paper and hang it near the desk where you work or near your bed. Over the next 3 weeks, think for at least 15-30 minutes per day about ideas using these principles. These can be ideas that will help you improve your business, achieve your dreams or make your life more interesting. I promise you that by the end of these 3 weeks you will notice a significant jump in your creative performance. 1. Collect raw materials. Ideas are combinations or modifications of other ideas. The more you know the ideas of other people and the more life experiences you expose yourself to, the more creative raw materials you have. The more creative raw materials you have, the more combinations your subconscious mind will be able to make and the more likely you are to create new valuable and interesting ideas. 2. Set the task for the subconscious mind. Your subconscious mind is a powerful thinking mechanism, but it remains idle if you haven’t given it a task. Once you begin giving your subconscious questions to think about regularly, you will notice how the quantity and quality of your ideas will skyrocket. 3. Separate analyzing and generating ideas. When you are analyzing ideas, your analytical brain blocks your superfast creative brain from thinking. To let the creative brain do its work, separate the processes of analyzing and generating ideas. 4. Think and rest. The most effective thinking algorithm is the following: think about a problem for an extensive period of time, forget about the problem and rest, occasionally think about the problem for few minutes and forget about it again. The incubation period when you don’t think about the problem is essential for your subconscious mind to process millions of thoughts and combinations of ideas, however to give it a task you need to think for some time about the problem consciously. 5. Generate many ideas. In creative thinking, quantity equals quality. You can’t generate one great idea. However, you can generate many ideas and select one or several great ideas out of them. 6. Have fun. Your subconscious mind thinks most effectively when you have fun. When you are serious, you are very unlikely to create really creative and valuable ideas. 7. Believe and desire. Believe that you will generate great ideas and have a burning desire to generate them. If you do, great ideas will come to you in abundance and sooner or later the problem will be solved. Once you have made these 7 principles a part of your own creative habits, glance through the book again and practice other principles and techniques. In a year’s time of practicing generating ideas regularly, you will become a world-class creative thinker. The skill of creating ideas will make your business successful and your life an adventure. I wish you good luck in creating successful ideas and in achieving all your dreams in business.

Your decline begins the first day you believe you know it all. Then you stop learning and start losing.

Job searching eight hours a day sounds like a lot of time, but that time should include attendance at networking events, community events, volunteer activities, and attendance at least one support group.

Also, feel free to download my FREE 14-Point Blog Checklist at MyBlogChecklist.com

FIGURE 5.1 Buying and closing checklist. 1. Identify a potential bargain purchase; ask questions. 2. Write down the one urgent problem you can solve for the seller. 3. Establish the fair market value, give or take 5 percent. 4. Research the market rent and likely net income the property will produce. 5. State your minimum acceptable profit on this house. 6. Formulate an offer that solves the seller's one urgent problem. 7. Make the offer. Insist on either an acceptance or a counteroffer (Don't tell me what you won't do; tell me what you will do). 8. Make another offer based on any new information. 9. If the seller is unresponsive but you remain convinced there is opportunity, go away and come back in a week with another offer. 10. Get the contract accepted-signed by all parties. 11. Make your earnest money deposit with the closing agent. 12. Retain rights to house inspector and termite inspector if needed. 13. Order a title search with a title company, attorney, or escrow company, and furnish these agents a copy of your fully signed contract. 14. Talk with the agent or attorney who will prepare the closing documents to alert him to any unusual clauses in the contract. 15. Get copies of any documents you will be required to sign the day before the closing, and get a copy of the title insurance commitment-read to check for exceptions. 16. Read closing documents (very carefully!!!). 17. Walk through the house the day of the closing after the sellers are completely out of the house. 18. Go to the closing, review the documents, and collect the appropriate items listed on the closing documents list, and get the keys and garage door opener. Note: When you are buying, take your time. Time is on your side. Having both the buyers and the sellers at the closing can work to your advantage. When you are selling, sign documents in advance. Only go to pick up your check after the buyer has signed everything and left. Source: Reprinted from John Schaub, "Making It Big on Little Deals," seminar by permission

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

TRAVEL CHECKLIST 1. SMOOTHIE: protein packets (1.5 per day), a shaker bottle, and a zip-top bag of chia seeds 2. MINI FAT PACKS: nut butters, coconut butter, and coconut oil 3. BRIDGE SNACKS: individual nut packs, chopped veggies, and approved bars (Bulletproof or Primal Kitchen) 4. SLEEP: earplugs, eye mask, and lavender essential oil 5. SKIN: calendula oil, lip balm, and hydration spray

FOGLAMP project checklist FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up. Project: __________________________ Question Answer Focus: What is the focus for this project? For example, what goal or early win do you want to achieve? Oversight: How will you oversee this project? Who else should participate in oversight to help you get buy-in for implementing results? Goals: What are the goals and the intermediate milestones, and time frames for achieving them? Leadership: Who will lead the project? What training, if any, do they need in order to be successful? Abilities: What mix of skills and representation needs to be included? Who needs to be included because of their skills? Because they represent key constituencies? Means: What additional resources, such as facilitation, does the team need to be successful? Process: Are there change models or structured processes you want the team to use? If so, how will they become familiar with the approach?

This has never been a problem before,” people say. Until one day it is.

You can use your journal to answer the questions at the end of each chapter. Then use the Decision Journal Template found in Appendix B whenever you’re making a decision, either individually or as part of a group. Take a moment and write down: The situation or context. The variables that govern the situation. The complications or complexity as you see it. Alternatives that were seriously considered, and why they were not chosen. A paragraph explaining the range of outcomes you deem possible, with probabilities. A paragraph explaining what you expect to happen, and the reasoning. (The degree of confidence matters, a lot.) The time of day you’re making the decision, and how you feel physically and mentally. (If you’re tired, for example, write it down.)

We’re overconfident. “People think they know more than they do about how the future will unfold.” Our frame is too narrow. “This is the tendency to define our choices too narrowly, to see them in binary terms. We ask, ‘Should I break up with my partner or not?’ instead of ‘What are the ways I could make this relationship better?’” We rely on short-term emotion. “When we’ve got a difficult decision to make, our feelings churn. We replay the same arguments in our head. We agonize about our circumstances. We change our minds from day to day. If our decision was represented on a spreadsheet, none of the numbers would be changing—there’s no new information being added—but it doesn’t feel that way in our heads.” We have confirmation bias. “When people have the opportunity to collect information from the world, they are more likely to select information that supports their preexisting attitudes, beliefs, and actions.” We pretend we want the truth, yet all we really want is reassurance. So what are your barriers to making good decisions?

review, these villains are: We’re overconfident. “People think they know more than they do about how the future will unfold.” Our frame is too narrow. “This is the tendency to define our choices too narrowly, to see them in binary terms. We ask, ‘Should I break up with my partner or not?’ instead of ‘What are the ways I could make this relationship better?’” We rely on short-term emotion. “When we’ve got a difficult decision to make, our feelings churn. We replay the same arguments in our head. We agonize about our circumstances. We change our minds from day to day. If our decision was represented on a spreadsheet, none of the numbers would be changing—there’s no new information being added—but it doesn’t feel that way in our heads.” We have confirmation bias. “When people have the opportunity to collect information from the world, they are more likely to select information that supports their preexisting attitudes, beliefs, and actions.” We pretend we want the truth, yet all we really want is reassurance.