Importance Of Checklist Quotes

Good checklists, on the other hand are precise. They are efficient, to the point, and easy to use even in the most difficult situations. They do not try to spell out everything--a checklist cannot fly a plane. Instead, they provide reminders of only the most critical and important steps--the ones that even the highly skilled professional using them could miss. Good checklists are, above all, practical.

The three habits most important to your Second Brain include: Project Checklists: Ensure you start and finish your projects in a consistent way, making use of past work. Weekly and Monthly Reviews: Periodically review your work and life and decide if you want to change anything. Noticing Habits: Notice small opportunities to edit, highlight, or move notes to make them more discoverable for your future self.

It had seemed so foreign to me - the idea that you could move forward without a painful airing of grievances on both sides. But maybe - maybe it wasn't necessary to pick apart pain. Maybe some things just weren't worth fighting about. Some friends weren't friends anymore, but family - and there were different rules for family. It didn't make sense to sit down with family and detail all the reasons they'd upset you - for many reasons, not least among them the fact that they could whip out a checklist of your transgressions themselves. And after you'd both picked apart the carcasses, why would you want to be friends again? Maybe the important thing was to recognize that everyone felt wronged and slighted - but the point worth concentrating on was that everyone loved each other. If we worked from that premise, we should be fine. Or anyway, I hoped we would.

There are good checklists and bad, Boorman explained. Bad checklists are vague and imprecise. They are too long; they are hard to use; they are impractical. They are made by desk jockeys with no awareness of the situations in which they are to be deployed. They treat the people using the tools as dumb and try to spell out every single step. They turn people’s brains off rather than turn them on. Good checklists, on the other hand, are precise. They are efficient, to the point, and easy to use even in the most difficult situations. They do not try to spell out everything—a checklist cannot fly a plane. Instead, they provide reminders of only the most critical and important steps—the ones that even the highly skilled professionals using them could miss. Good checklists are, above all, practical. The power of

A Checklist is an Externalized, predefined Standard Operating Procedure for completing a specific task. Creating a Checklist is enormously valuable for two reasons. First, Checklisting will help you define a System for a process that hasn’t yet been formalized—once the Checklist has been created, it’s easier to see how to improve or Automate the system. Second, using Checklists as a normal part of working can help ensure that you don’t forget to handle important steps that are easily overlooked when things get busy.

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.

Even if you knew your routine like the back of your hand, a checklist was still important.

It’s important to stay away from the blame/credit mentality, because it undermines understanding, which is the key to getting better.

I’m a great believer in solving hard problems by using a checklist. You need to get all the likely and unlikely answers before you; otherwise it’s easy to miss something important.

Good checklists, on the other hand, are precise. They are efficient, to the point, and easy to use even in the most difficult situations. They do not try to spell out everything—a checklist cannot fly a plane. Instead, they provide reminders of only the most critical and important steps—the ones that even the highly skilled professionals using them could miss. Good checklists are, above all, practical.

Personal happiness lies in knowing that life is not a checklist of acquisition or achievement. Your qualifications, your CV, are not your life, though you will meet many people of my age and older who confuse the two.

Telltale Signs That You Grew Up as a “Little Adult” It’s often so difficult for adult daughters to step back and see how they were put into the adult helper role. To help you recognize if this dynamic echoes your experience, I’ve created a pair of checklists to help you identify how mothering your mother shaped and influenced a significant part of your life. When you were a child did you: • Believe that your most important job in life was to solve your mother’s problems or ease her pain—no matter what the cost to you? • Ignore your own feelings and pay attention only to what she wanted and how she felt? • Protect her from the consequences of her behavior? • Lie or cover up for her? • Defend her when anyone said anything bad about her? • Think that your good feelings about yourself depended on her approval? • Have to keep her behavior secret from your friends? As an adult, do these statements ring true for you: • I will do anything to avoid upsetting my mother, and the other adults in my life. • I can’t stand it if I feel I’ve let anyone down. • I am a perfectionist, and I blame myself for everything that goes wrong. • I’m the only person I can really count on. I have to do things myself. • People like me not for myself but for what I can do for them. • I have to be strong all the time. If I need anything or ask for help, it means I’m weak. • I should be able to solve every problem. • When everyone else is taken care of, I can finally have what I want. • I feel angry, unappreciated, and used much of the time, but I push these feelings deep inside myself.

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.

Part of the freedom of being yourself is resisting the temptation to fill every minute with productivity, and allowing a little margin to be bored. I’m learning to practice stillness more regularly. To leave some room for sacred silence when I can. [My husband’s words to my kids in response to their perceived boredom] reminded me of my desire to learn how to be bored well. How to bring my nothing into the presence of Christ, and simply be with him. No agenda, no checklists, no accomplishing allowed. As it turns out, being bored can be super hard work. But it’s the very work of boredom that reminds me that I don’t, in fact, make the world go round. My agenda isn’t the most important one, and many times, may not be important at all. Knowing this is a great first step toward cultivating a lightness of heart.

why should we settle for unimaginative goals (as we find in so many early education settings) like being able to identify triangles and squares, or recalling the names of colors and seasons? Recognizing visual symbols is something a dog can do. Surely we can aim higher than those picayune objectives and demand preschool classrooms based on a more advanced understanding of developmental processes, an understanding that is bounded only by the limits of a young child’s growing brain, not by a superintendent’s checklist of what needs to be covered before June rolls around.

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

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.

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.

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.

pinpoint these skills, it is important for you to identify at least twenty accomplishments from all times of your life: school, work (from your early career to the present), volunteer activities, hobbies, etc.

It is not enough for a surgeon to have the textbook knowledge of how to treat trauma victims—to understand the science of penetrating wounds, the damage they cause, the different approaches to diagnosis and treatment, the importance of acting quickly. One must also grasp the clinical reality, with its nuances of timing and sequence. One needs practice to achieve mastery, a body of experience before one achieves real success. And if what we are missing when we fail is individual skill, then what is needed is simply more training and practice.

Ask simple, unambiguous, and straightforward questions. Always avoid asking compound questions, leading questions, negative questions, or questions that are confusing or overly broad. •    Always be alert for follow-up opportunities. Remember to ask, “What else?” •    Avoid falling into the trap of a checklist mentality. Effective interviewing is a very dynamic process, and is much more complex than simply asking a prepared list of questions. •    Keep note taking to a minimum during the interview—you’ll be less likely to miss important information conveyed by the subject, and any deceptive behaviors he may exhibit. During an interrogation, don’t take any notes at all—if the subject is reminded that you’re recording everything he says, he’ll be less likely to remain in short-term thinking mode. •    Don’t waste time on tangential issues. Ask yourself, “Is this really what we want to know?” “Are we asking high-priority questions here?

Throughout his life, a wise man engages in practice of all his useful, rarely used skills, many of them outside his discipline, as a sort of duty to his better self. If he reduces the number of skills, he practices and, therefore, the number of skills he retains, he will naturally drift into error from man with a hammer tendency. His learning capacity will also shrink as he creates gaps in the latticework of theory he needs as a framework for understanding new experience. It is also essential for a thinking man to assemble his skills into a checklist that he routinely uses. Any other mode of operation will cause him to miss much that is important.

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.

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?

That is why it is important to “talk yourself down,” to mentally go over the checklist of what to do on your arrival at the scene. A deliberate and conscious effort is necessary. Even though you may feel as if you are moving in slow motion, you will be acting and speaking very, very rapidly. Taking a few moments to pinpoint the location to which you are responding on a map before you start out will remove some degree of anxiety and concern. This will allow more total concentration on the incident of the moment.

Taken together, the 16 principles establish a foundation for leadership at most organizations at most times. But “most” is not always good enough. Further customization is also required for distinct times and unique contexts. Among the most important divisions are those of company, role, country, moment, stage, and place.

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.

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?

There wasn’t much more to it. But getting teams to stop and use the checklist—to make it their habit—was clearly tricky. A couple of check boxes weren’t going to do much all by themselves. So the surgical director gave some lectures to the nurses, anesthesiologists, and surgeons explaining what this checklist thing was all about. He also did something curious: he designed a little metal tent stenciled with the phrase Cleared for Takeoff and arranged for it to be placed in the surgical instrument kits. The metal tent was six inches long, just long enough to cover a scalpel, and the nurses were asked to set it over the scalpel when laying out the instruments before a case. This served as a reminder to run the checklist before making the incision. Just as important, it also made clear that the surgeon could not start the operation until the nurse gave the okay and removed the tent, a subtle cultural shift. Even a modest checklist had the effect of distributing power. The surgical director measured the effect on care. After three months, 89 percent of appendicitis patients got the right antibiotic at the right time. After ten months, 100 percent did. The checklist had become habitual—and it had also become clear that team members could hold up an operation until the necessary steps were completed.

Good checklists are precise, practical, and easy to use. Instead of spelling out everything, they provide brief reminders of important steps that are easy to miss.

Estate-Planning Checklist (for each of you) • Up-to-date will • Healthcare proxy • Power of attorney • Living will • HIPAA form •  List of what you are bequeathing • Legacy requests •  Where your important documents are kept • What assets you have • Where your accounts are located • Account numbers, PINs, and passwords •  Names of trusted people who know where your car keys, house keys, and safe deposit box keys are kept • Important names and contact information: ○ Attorney/financial adviser/CPA ○ Insurance broker ○ Healthcare providers ○ Estate attorney ○ Bank name and branch office location ○ Safe deposit box location and number

I’m a great believer in solving hard problems by using a checklist. You need to get all the likely and unlikely answers before you; otherwise it’s easy to miss something important. —CHARLIE MUNGER, WESCO ANNUAL MEETING, 2007 Part of the benefit of creating a checklist is the process of writing down your ideas. I have always loved the point Buffett made about the importance of making the effort to actually put your ideas in writing. In Buffett’s view, if you cannot write it down, you have not thought it through.

Teams need to believe that their work is important. Teams need to feel their work is personally meaningful. Teams need clear goals and defined roles. Team members need to know they can depend on one another. But, most important, teams need psychological safety. To create psychological safety, Bock said, team leaders needed to model the right behaviors. There were Google-designed checklists they could use: Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

All involve risk, uncertainty, and complexity — and therefore steps that are worth committing to a checklist and testing in routine care. Good checklists could become as important as doctors and nurses as good stethoscopes (which, unlike checklist, have never been proved to make a difference in patient care). The hard question — still unanswered — is whether medical culture can seize the opportunity.

Even if your home is really cluttered, it’s important to get into the habit of doing regular daily cleaning.

No Some Yes G. Overall Performance Objective Is the performance objective: ___ ___ ___ 1. Clear (you/others can construct an assessment to test learners)? ___ ___ ___ 2. Feasible in the learning and performance contexts (time, resources, etc)? ___ ___ ___ 3. Meaningful in relation to goal and purpose for instruction (not insignificant)? H. (Other) ___ ___ ___ 1. Your complete list of performance objectives becomes the foundation for the next phase of the design process, developing criterion-referenced test items for each objective. The required information and procedures are described in Chapter 7. Judge the completeness of given performance objectives. Read each of the following objectives and judge whether it includes conditions, behaviors, and a criterion. If any element is missing, choose the part(s) omitted. 1. Given a list of activities carried on by the early settlers of North America, understand what goods they produced, what product resources they used, and what trading they did. a. important conditions and criterion b. observable behavior and important conditions c. observable behavior and criterion d. nothing 2. Given a mimeographed list of states and capitals, match at least 35 of the 50 states with their capitals without the use of maps, charts, or lists. a. observable response b. important conditions c. criterion performance d. nothing 3. During daily business transactions with customers, know company policies for delivering friendly, courteous service. a. observable behavior b. important conditions c. criterion performance d. a and b e. a and c 4. Students will be able to play the piano. a. important conditions b. important conditions and criterion performance c. observable behavior and criterion performance d. nothing 5. Given daily access to music in the office, choose to listen to classical music at least half the time. a. important conditions b. observable behavior c. criterion performance d. nothing Convert instructional goals and subordinate skills into terminal and subordinate objectives. It is important to remember that objectives are derived from the instructional goal and subordinate skills analyses. The following instructional goal and subordinate skills were taken from the writing composition goal in Appendix E. Demonstrate conversion of the goal and subordinate skills in the goal analysis by doing the following: 6. Create a terminal objective from the instructional goal: In written composition, (1) use a variety of sentence types and accompanying punctuation based on the purpose and mood of the sentence, and (2) use a variety of sentence types and accompanying punctuation based on the complexity or structure of the sentence. 7. Write performance objectives for the following subordinate skills: 5.6 State the purpose of a declarative sentence: to convey information 5.7 Classify a complete sentence as a declarative sentence 5.11 Write declarative sentences with correct closing punctuation. Evaluate performance objectives. Use the rubric as an aid to developing and evaluating your own objectives. 8. Indicate your perceptions of the quality of your objectives by inserting the number of the objective in either the Yes or No column of the checklist to reflect your judgment. Examine those objectives receiving No ratings and plan ways the objectives should be revised. Based on your analysis, revise your objectives to correct ambiguities and omissions. P

A trip to Disney World is pretty much the epitome of why it is so important to plan your leisure time.

There are good checklists and bad, Boorman explained. Bad checklists are vague and imprecise. They are too long; they are hard to use; they are impractical. They are made by desk jockeys with no awareness of the situations in which they are to be deployed. They treat the people using the tools as dumb and try to spell out every single step. They turn people’s brains off rather than turn them on. Good checklists, on the other hand, are precise. They are efficient, to the point, and easy to use even in the most difficult situations. They do not try to spell out everything—a checklist cannot fly a plane. Instead, they provide reminders of only the most critical and important steps—the ones that even the highly skilled professionals using them could miss. Good checklists are, above all, practical.

He held up a small piece of paper she recognized with a pang as being from the pink stationary set her grandfather had bought her for her tenth birthday. “‘I want to marry a man who will wear pink shirts because it’s my favorite color,’” he read aloud, and then he looked up at her. “Really? That’s your criteria?” “It seemed important when I was ten.” “Bouquet—pink gladioli tied with white ribbon,” he read from a torn piece of school notebook paper. “What the hell is gladioli? Sounds like pasta.” “Glads are my favorite flower.” She grabbed her clothes and went into the bathroom, closing the door none too softly behind her. When she emerged, he was still in bed and still rummaging through her childish dreams for her future. She watched him frown at a hand-drawn picture of a wedding cake decorated with pink flowers before he set it aside and picked out another piece of pink stationary. “‘If the man who wants to marry me doesn’t get down on one knee to propose,’” he read in a high-pitched, mock-feminine voice, “‘I’ll tell him no.’” “My younger self had very high standards,” she snapped. “Obviously that’s changed.” He just laughed at her. “Were you going to put all this into spreadsheet form? Maybe give the poor schmuck a checklist?” “Are you going to get up and go to work today or are you going to stay in bed and mock a little girl’s dreams?” “I can probably do both.

Don't date just to escape the "Im Single" status. Don't marry just to tick off a checklist. Life is NOT a grocery list. Find yourself first, then find someone who can accommodate the talents, the vision and the ambitions in your heart, someone who can be the enabler for you to emerge into your greatness. Find someone who believes in you, supports and encourages you even when the world laughs at your guts. But first, find yourself because it is far more important to be the right person than it is to date/marry the right person. Become a person of value. Don't go looking for a good woman until you've become a good man. And ladies, don't go looking for a good man till you've become a good woman. If you want a loving, honest, faithful, supportive and rich partner; first become what you are looking for. You must meet the requirements of your own requirements! Leaders, vision bearers and dream chasers look for character, commitment, vision, grit, faith, etc...but ordinary people look for coca-cola bottle shape kinder girl, a six pack kinder guy and a heavy bank balance...but dear men, it's her character that will raise your children not her beauty. It is character that makes a great wife. Dear ladies, It is character that makes a great Dad/husband not a car or a big wallet. Take note good people, you don't need to die to go to hell...misalignment of core values/purpose In your relationship/marriage is the beginning of your own hell right here on earth. In my humble opinion, misalignment of core values is worst than cheating. Yes, both are evil but cheating is a lesser evil compared to misalignment of core values. Trust me, you don't want to test this theory, you may not come out alive. So, leave the girl/boy down the road to a boy/girl down the road. Leave slay queens to slay kings. Leave party queens to party kings. Leave nyaope boys to nyaope girls, drug addicts to drug addicts, leave weed girls to weed boys, playboys to playgirls..,,AND legacy builders to legacy builders!

Minimizing Checklist How will you know when you’ve cleared out enough clutter and excess from your living room and family room or great room? Ask yourself these questions: ☐ Is this space calming? Does it reduce stress? ☐ Does this space encourage conversation? ☐ Is this space inviting to my family? To my friends? ☐ Is this space easy to maintain? ☐ Does this space highlight what is important to our family? ☐ Does this space encourage my family to live life to the fullest? ☐ Does this space promote our family’s values?

Work on the right decision problem. The way you frame your decision at the outset can make all the difference. To choose well, you need to state your decision problems carefully, acknowledging their complexity and avoiding unwarranted assumptions and option-limiting prejudices.” “Specify your objectives. A decision is a means to an end. Ask yourself what you most want to accomplish and which of your interests, values, concerns, fears, and aspirations are most relevant to achieving your goal.” “Create imaginative alternatives. Remember: your decision can be no better than your best alternative.” Everything has an opportunity cost, which is the loss of potential gain from other alternatives when one alternative is chosen. “Understand the consequences. Assessing frankly the consequences of each alternative will help you to identify those that best meet your objectives—all your objectives.” “Grapple with your tradeoffs. Because objectives frequently conflict with one another, you’ll need to strike a balance. Some of this must sometimes be sacrificed in favor of some of that.” “Clarify your uncertainties. What could happen in the future, and how likely is it that it will?” “Think hard about your risk tolerance. When decisions involve uncertainties, the desired consequence may not be the one that actually results. A much-deliberated bone marrow transplant may or may not halt cancer.” “Consider linked decisions. What you decide today could influence your choices tomorrow, and your goals for tomorrow should influence your choices today. Thus many important decisions are linked over time.

Here are the six steps Bazerman and Moore argue you should take, either implicitly or explicitly, when applying a rational decision-making process. “Define the problem. Managers often act without a thorough understanding of the problem to be solved, leading them to solve the wrong problem. Accurate judgment is required to identify and define the problem. Managers often err by (a) defining the problem in terms of a proposed solution, (b) missing a bigger problem, or (c) diagnosing the problem in terms of its symptoms. Your goal should be to solve the problem, not just eliminate its temporary symptoms.” “Identify the criteria. Most decisions require you to accomplish more than one objective. When buying a car, you may want to maximize fuel economy, minimize cost, maximize comfort, and so on. The rational decision maker will identify all relevant criteria in the decision-making process.” “Weight the criteria. Different criteria will vary in importance to a decision maker. Rational decision makers will know the relative value they place on each of the criteria identified (for example, the relative importance of fuel economy versus cost versus comfort). The value may be specified in dollars, points, or whatever scoring system makes sense.” “Generate alternatives. The fourth step in the decision-making process requires identification of possible courses of action. Decision makers often spend an inappropriate amount of search time seeking alternatives, thus creating a barrier to effective decision making. An optimal search continues only until the cost of the search outweighs the value of added information.” “Rate each alternative on each criterion. How well will each of the alternative solutions achieve each of the defined criteria? This is often the most difficult stage of the decision-making process, as it typically requires us to forecast future events. The rational decision maker carefully assesses the potential consequences on each of the identified criteria of selecting each of the alternative solutions.” “Compute the optimal decision. Ideally, after all of the first five steps have been completed, the process of computing the optimal decision consists of (a) multiplying the ratings in step 5 by the weight of each criterion, (b) adding up the weighted ratings across all of the criteria for each alternative, and (c) choosing the solution with the highest sum of weighted ratings.

Daniel Kahneman calls the Availability Bias or Heuristic: We tend to most easily recall what is salient, important, frequent, and recent. The

IT planning checklist is important because your goals and objectives will be your drivers.

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.

Here are some other tips to keep in mind as you implement your decision journal. Get beyond the obvious. Often your first thoughts aren’t your own, but are the thinking of someone else. So try to get beyond the brief and obvious insights. Handwrite in your journal. Technology is great, but writing things down in your own handwriting will keep you honest and help prevent hindsight bias. It’s easy to look at a document on your computer screen and say, “I didn’t see it that way.” It’s a lot harder to look at your own handwriting and say the same thing. Be specific and concrete. Avoid vague language. If you’re stuck in the fog of abstractions, you’re not ready to make a decision, and it will be easy to change definitions to fit any new information. Write down the probabilities as you see them. Review your journal often. I review mine quarterly. This is an important part of the process. It helps you to realize where you made mistakes, how you made them, what types of decisions you’re bad at, etc. If you share your journal with a coach, they can review it and help you identify areas for improvement. Remember it’s not just about outcomes. Maybe you made the right decision (which, in our sense, means used a good process) and still had a bad outcome. That’s called a bad break. On the other hand, maybe you discovered that you had a good outcome for the wrong reasons (i.e., despite a bad process), and a decision journal will stop you from being overly confident in using that process in the future.

Here’s his seven-step checklist: “Write down five pre-existing company goals or priorities that will be impacted by the decision. Focusing on what is important will help you avoid the rationalization trap of making up reasons for your choices after the fact.” “Write down at least three, but ideally four or more, realistic alternatives. One can be staying put and doing nothing. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices.” “Write down the most important information you are missing. We risk ignoring what we don’t know because we are distracted by what we do know, especially in today’s information-rich businesses.” “Write down the impact your decision will have one year in the future. Telling a brief story of the expected outcome of the decision will help you identify similar scenarios that can provide useful perspective.” “Involve a team of at least two but no more than six stakeholders. Getting more perspectives reduces your bias and increases buy-in—but bigger groups have diminishing returns.” “Write down what was decided, as well as why and how much the team supports the decision. Writing these things down increases commitment and establishes a basis to measure the results of the decision.” “Schedule a decision follow-up in one to two months. We often forget to check in when decisions are going poorly, missing the opportunity to make corrections and learn from what’s happened.

The most important skill a skipper can have is the ability to see through the eyes of the crew.

Describe the assailant, including, but not limited to: sex, race, age, height, weight, build, and clothing worn (any unusual bulges). Also include any factors or observations that indicate the subject was under the influence of alcohol or drugs. An evaluation of strength, physical condition, and possible combative skills of the assailant should be articulated. If you’ve had prior contact with the adversary, this information will be relevant to your state of mind. Also, who else was with the combatant (e.g., friends, relatives) and did their presence pose an additional potential threat to the safety of you or a third party? Checklist: Documenting Use of Force Consider all of the factors below: Describe the nature of the incident concisely and clearly. Location (remote, obscure, isolated, or high-crime area; lighting, or lack thereof) Time of incident (late night/early morning) Document the objective signs that were apparent to you regarding the attacker’s emotional, mental, and physical state. Clearly describe why you perceived the subject to be dangerous and how this perception influenced your own mental state (e.g., concerned, fearful, etc.). Detail any and every aggressive action by the subject directed toward you or third parties. Include verbal threats, gestures, aggressive stance, demeanor, any weapons displayed, and applications of force toward you. Describe any action by the assailant, such as abrupt movements, attempting to conceal an object, or evasive conduct/responses. Describe any conversation or orders, if any were made, that you directed to the assailant before the actual physical confrontation. Be sure to describe the assailant’s verbal and physical conduct and the reactions (e.g., clenched fists, took a fighting stance, etc.). Describe the force used to overcome the subject’s resistance: • To the extent possible, identify any techniques and strikes you used and the intended target areas and areas actually struck. • Describe the force referencing the circumstances that occurred, including any verbalization or directions given to the assailant. Articulate any escalation or de-escalation of force and the attenuating reasons, such as the lack of the combatant’s response to the force you used. Describe the combatant’s reactions to the force applied in specific detail. This is of critical importance if the force you use is ineffective in stopping the assailant. This will clearly justify why, out of necessity, you had to escalate the level of force used. • Describe obstacles and difficulties encountered, including fatigue and/or the inability to overcome injuries received from the assailant. • Describe how the conflict ultimately concluded. Indicate the actions that were necessary for you to overcome the attacker’s actions, his resistance, how you eliminated the danger posed by the assailant, and what you did to resolve the dangerous circumstances and restore your safety.

effective people learn to live in Quadrant 2. They are able to focus on the important things before they become urgent.

You can’t checklist your way into love, but I have spent a lot of time since the divorce thinking about the kind of person who would be the ideal partner for me. If I could go back and tell past-Amy anything, it’s that nothing is more important than the character of the person you choose to spend your life with. Not beautiful engagement rings or lavish weddings or even tax breaks make marrying an asshole worth it.