1. Review Last Weeks Action Plan with Different Peer
Manual Page 23

2. Video
Whole Person Paradigm 2

4. Great Leadership Defined
New Mind-Set
New Skill-Set & Tool-Set
Whole-Person Paradigm
The 4 Imperatives
Journal Page 1 5

5. Executive Realities
The executive’s time tends to belong to everybody else.
Executives are forced (by the flow of events) to keep on “operating.”
The executive is effective only if and when other people make use of what he contributes.
Finally, the executive is within an organization. He sees the outside only through thick and distorting lenses, if at all.
What major events prevent me from focusing on results? Am I a prisoner of inside events and politics?
Journal Page 6

6. The Executive Personality
Effectiveness is a discipline. And like every discipline, effectiveness can be learned and must be learned. “What Makes an Effective Executive,” Harvard Business Review, June 2004
Journal Page 9, Bottom of 1st Paragraph

7. Video
4DX 8 Minute Review 7

8. Manual Page

9. Work on weaknesses that limit your effectiveness.
“What Leaders Really Do”
Harvard Business Review, May 1990
Areas
Duties
Areas to Improve
Delegation of Duties
Leader
(Entrepreneur)
Coping with Rapid Change
Setting Direction
Aligning People
Providing Motivation
Manager
Coping with Complexity, Brings Order
Planning and Budgeting
Organizing and Staffing
Providing Control and Solving Problems
Technician
Journal Page 10 17

10. Action Steps Account for Commitments & Takeaways Top 2 Goals:
- (Verb) (Specific Achievable Relevant WIG) from (X) to (Y) by (Due Date in Week)
Priority Lead Items to be Completed by Next Session:
- (Verb) (Specific Achievable Relevant Lead Priority) from (X) to (Y) by (Scheduled Times)
-Review Session 5 Materials & Tools
Resources Needed (Clear Path)
Manual Page 157

11. Widely Important Goal (WIG)
Life Purpose (Keystone)
1 and 5 Year Personal
5 Year Business: Time & Money
1 Year Business: Time & Money
Monthly
Weekly
1 Year Business: Top 5
Monthly Business: Top 3
Weekly Business: Top 1-3
Act on Lead Measures
(Activities/Priorities within your Control)
(Verb) (Specific Achievable Relevant WIG or Lead Priority) from (X) to (Y) by (Date)

12. Presenting to Mastermind Group
Preparing to present your challenge prior to the Mastermind Meeting helps avoid confusion.
You will have more effective solutions and your Mastermind Member will appreciate you using their time efficiently.
Your challenge must be in your realm to address. It cannot be something completely out of your control, such as the economy.
Identify if the problem is new or recurring. Your challenge should be concisely presented in two sentences
Describe briefly why this challenge is important to you. How does it affect revenue, profits, productivity, staff, customers, etc. What are the costs if this problem is not resolved?
Outline what are the specific desired results or outcomes.
Provide relevant background information.
What have you done so far and solutions are your considering?
What result do I want from the Mastermind Member? Do you want more solutions, assurance that you are making the correct decision, should you take actions/no action, where to find more information, etc.?
Presenting your challenge should take 4 minutes. Your Mastermind Member will have time to ask clarifying questions before providing your advice to overcome your challenge.

13. Action Steps Session Takeaways for Future Action Session Evaluation
Manual Page 159