Wholehearted performance checklist
Wholehearted performance checklist
The 50 questions should be answered swiftly and honestly, so that you complete the quiz in c. 15 minutes.
Each team-member scores both individual- and team-sections separately and confidentially. Overall totals can be shared, but there is no obligation to divulge the answers to individual questions.
Please don't be discouraged by the results. If the scores are low, these represent room for improvement, rather than a "defective professional".
For greatest effect, please choose one section to work on, and graph the results weekly. Those who make the greatest improvement work with a buddy and/or a coach, for both inspiration and accountability.
Even when working with a coach, we make the most progress when we "teach what we need to learn". So please consider becoming an advocate for wholehearted performance - even informally - in your team. You will gain the most when you yourself are obliged to "walk your own talk".
Most people can achieve at least a 20% improvement in productivity - what difference would that make for you?
Individual Assessment
Behaviour, key basics
I rise early, at my ideal time, which is .......
I go to bed at my agreed time, which is ....... and get a good night's sleep
I do not comfort-eat, or abuse sugar, chocolate or other substances
I exercise three times per week
I limit / eliminate my consumption of caffeine, and drink 2L of water daily
I have no personal habits I find unacceptable, that diminish my self-esteem
I am consistently punctual, with some reserve of time when I can do tasks from my buffer-list - see next section
Subtotal: ........ (out of 7)
Personal Organisation
My paperwork, files and folders are all filed away
I consistently do my daily, weekly and monthly planning
I practice an "email-diet" i.e. there is some focus-time in the day when I am not reading emails or other messages
I pay particular attention to how the day and week begins, so that I "hit the ground running"
My meetings are generally less than 1hr in length, and I know how to conduct a useful 15-min discussion
I have a contact-management system that enables me to keep in touch with all the people I need to
For any one day, my task list does not exceed seven items; I have delegated everything else
I work in 15-min time blocks (or less)
I carry a buffer-list of things I can do while waiting for meetings to start, or while stuck in travel
Subtotal: ........ (out of 9)
Inner world, belief
I know why I come to work; and even on days that this objective is not being fully realised, it's still worth it. I continue to find the work interesting
I have something to look-forward to every day (other than just finishing work)
My confidence is consistently growing, and is at (or approaching) the level I want
Beyond prudent planning, I am not worrying about money at other times
I have let-go of people or events that drag me down. There are no recurring resentments
I can see the value I bring, and I do not define my work-satisfaction simply by how many tasks I get done. I accept that I won't get it all done, and I have come to terms with that
In terms of personal appearance, I would be confident of meeting anyone in the next hour
My personal values* (e.g. inspiration, freedom, excellence etc) are fully expressed in the work that I do
My professional needs* are met (e.g. recognition, variety, achievement)
Subtotal: ........ (out of 9)
*Note on Terminology:
A need is personal to me; it's a requirement for me to be at my best. A value is shared with others, a belief in something of ultimate importance. What many people describe as values are really needs, for example, "recognition", "achievement"
INDIVIDUAL TOTAL: ........ (out of 25).
Team Assessment - by each individual member
Environment and Systems
Our computers are adequate for the job, i.e. no crashes, or "hanging". IT is reliable.
My working area is clean, with adequate space, light and air.
We are organised so that everyone can make the most of their talents.
Key people are fully supported so as not to be wasting their time with tasks that others could do (tasks that represent development or enjoyment for them).
We delegate responsibility, as opposed to delegating tasks.
We have a method of planning (weekly, monthly, quarterly, yearly) so that we each know what we are working on, and how this fits the bigger picture.
We are all clear what our Top-Three priorities are, for the week ahead.
We have implemented an appropriate regime of email-free time, and/or non-interrupt time, so that we are not constantly interrupting each other (e.g. zoning the diary)
We have in place a reliable form of IT support, accounting, administration, legal, web, coaching, etc, so that we can devote ourselves 100% to our core jobs.
Our appraisal system is not a dreaded series of paternalistic evaluations (of personal attributes and achievements), but instead is a collaborative exploration of the value we bring and how this could be enhanced.
We are fully backed-up, and have tested our contingency plan in the past 12 months.
We are all involved when it comes to developing the vision for the future.
Subtotal: ........ (out of 12)
Culture
Each of us has considerable autonomy over how we do our jobs.
We appreciate each other, as opposed to criticising or talking behind people's backs.
If something goes wrong, it will not be hidden; people affected will be informed.
We share the same values and purpose (and we know what they are!).
I feel well-rewarded for the work I do (even if there is always scope for improvement!).
I am not postponing a dreaded conversation.
I feel safe in this team, there is not a culture of gossip, nor cloak-and-dagger politics.
We have development plans in place so that everyone is supported and encouraged to progress in their career. Even if the plan is informal, we know what it is
There is a choice of career path: into management for those who want it, or "guru" positions for those who want to progress technically rather than into management.
The leaders listen respectfully, and are genuinely interested in how we do our jobs. While busy, they are not in such a hurry that they don't have time for this conversation.
There is an enjoyable, collaborative, environment where I don't feel I have to wear a mask (or role-play), but can fully be myself.
I don't feel isolated, and instead feel a real culture of belonging. I enjoy spending time with my colleagues.
I look forward to Monday morning.
Subtotal: ....... (out of 13)
TEAM TOTAL: ....... (out of 25)
© John Niland, Success 121, June 2008.
Wholehearted performance checklist - To learn more about this author, visit John Niland's Website.
Like this article? Share it with your friends
How to use this checklist
The 50 questions should be answered swiftly and honestly, so that you complete the quiz in c. 15 minutes.
Each team-member scores both individual- and team-sections separately and confidentially. Overall totals can be shared, but there is no obligation to divulge the answers to individual questions.
Please don't be discouraged by the results. If the scores are low, these represent room for improvement, rather than a "defective professional".
For greatest effect, please choose one section to work on, and graph the results weekly. Those who make the greatest improvement work with a buddy and/or a coach, for both inspiration and accountability.
Even when working with a coach, we make the most progress when we "teach what we need to learn". So please consider becoming an advocate for wholehearted performance - even informally - in your team. You will gain the most when you yourself are obliged to "walk your own talk".
Most people can achieve at least a 20% improvement in productivity - what difference would that make for you?
Individual Assessment
Behaviour, key basics
I rise early, at my ideal time, which is .......
I go to bed at my agreed time, which is ....... and get a good night's sleep
I do not comfort-eat, or abuse sugar, chocolate or other substances
I exercise three times per week
I limit / eliminate my consumption of caffeine, and drink 2L of water daily
I have no personal habits I find unacceptable, that diminish my self-esteem
I am consistently punctual, with some reserve of time when I can do tasks from my buffer-list - see next section
Subtotal: ........ (out of 7)
Personal Organisation
My paperwork, files and folders are all filed away
I consistently do my daily, weekly and monthly planning
I practice an "email-diet" i.e. there is some focus-time in the day when I am not reading emails or other messages
I pay particular attention to how the day and week begins, so that I "hit the ground running"
My meetings are generally less than 1hr in length, and I know how to conduct a useful 15-min discussion
I have a contact-management system that enables me to keep in touch with all the people I need to
For any one day, my task list does not exceed seven items; I have delegated everything else
I work in 15-min time blocks (or less)
I carry a buffer-list of things I can do while waiting for meetings to start, or while stuck in travel
Subtotal: ........ (out of 9)
Inner world, belief
I know why I come to work; and even on days that this objective is not being fully realised, it's still worth it. I continue to find the work interesting
I have something to look-forward to every day (other than just finishing work)
My confidence is consistently growing, and is at (or approaching) the level I want
Beyond prudent planning, I am not worrying about money at other times
I have let-go of people or events that drag me down. There are no recurring resentments
I can see the value I bring, and I do not define my work-satisfaction simply by how many tasks I get done. I accept that I won't get it all done, and I have come to terms with that
In terms of personal appearance, I would be confident of meeting anyone in the next hour
My personal values* (e.g. inspiration, freedom, excellence etc) are fully expressed in the work that I do
My professional needs* are met (e.g. recognition, variety, achievement)
Subtotal: ........ (out of 9)
*Note on Terminology:
A need is personal to me; it's a requirement for me to be at my best. A value is shared with others, a belief in something of ultimate importance. What many people describe as values are really needs, for example, "recognition", "achievement"
INDIVIDUAL TOTAL: ........ (out of 25).
Team Assessment - by each individual member
Environment and Systems
Our computers are adequate for the job, i.e. no crashes, or "hanging". IT is reliable.
My working area is clean, with adequate space, light and air.
We are organised so that everyone can make the most of their talents.
Key people are fully supported so as not to be wasting their time with tasks that others could do (tasks that represent development or enjoyment for them).
We delegate responsibility, as opposed to delegating tasks.
We have a method of planning (weekly, monthly, quarterly, yearly) so that we each know what we are working on, and how this fits the bigger picture.
We are all clear what our Top-Three priorities are, for the week ahead.
We have implemented an appropriate regime of email-free time, and/or non-interrupt time, so that we are not constantly interrupting each other (e.g. zoning the diary)
We have in place a reliable form of IT support, accounting, administration, legal, web, coaching, etc, so that we can devote ourselves 100% to our core jobs.
Our appraisal system is not a dreaded series of paternalistic evaluations (of personal attributes and achievements), but instead is a collaborative exploration of the value we bring and how this could be enhanced.
We are fully backed-up, and have tested our contingency plan in the past 12 months.
We are all involved when it comes to developing the vision for the future.
Subtotal: ........ (out of 12)
Culture
Each of us has considerable autonomy over how we do our jobs.
We appreciate each other, as opposed to criticising or talking behind people's backs.
If something goes wrong, it will not be hidden; people affected will be informed.
We share the same values and purpose (and we know what they are!).
I feel well-rewarded for the work I do (even if there is always scope for improvement!).
I am not postponing a dreaded conversation.
I feel safe in this team, there is not a culture of gossip, nor cloak-and-dagger politics.
We have development plans in place so that everyone is supported and encouraged to progress in their career. Even if the plan is informal, we know what it is
There is a choice of career path: into management for those who want it, or "guru" positions for those who want to progress technically rather than into management.
The leaders listen respectfully, and are genuinely interested in how we do our jobs. While busy, they are not in such a hurry that they don't have time for this conversation.
There is an enjoyable, collaborative, environment where I don't feel I have to wear a mask (or role-play), but can fully be myself.
I don't feel isolated, and instead feel a real culture of belonging. I enjoy spending time with my colleagues.
I look forward to Monday morning.
Subtotal: ....... (out of 13)
TEAM TOTAL: ....... (out of 25)
© John Niland, Success 121, June 2008.
Wholehearted performance checklist - To learn more about this author, visit John Niland's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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