Get More Done in 12 Weeks than Others Do in 12 Months
The New York Times bestselling guide to shortening your execution cycle from one year to twelve weeks.
Author:
Brian P. Moran
Published Year:
2013-05-20
First, let's look at redefining the year.
First, let's look at redefining the year. "The 12 Week Year" challenges the traditional annual planning cycle, arguing that a year is too long to maintain focus and urgency. This leads to "annualized thinking," where procrastination thrives due to the perceived abundance of time.
Instead, "The 12 Week Year" proposes compressing the "year" into 12 weeks, creating a sense of urgency and forcing prioritization. This mimics the end-of-year productivity surge seen in businesses, but every 12 weeks.
This isn't about working harder, but smarter, focusing on activities that directly contribute to goals. "The 12 Week Year" is a system designed to help you achieve more in 12 weeks than most people do in 12 months.
Next, let's talk about the emotional connection, and the importance of creating a compelling vision.
Next, let's talk about the emotional connection, and the importance of creating a compelling vision. Logic alone isn't enough to drive sustained action; we need to tap into our emotions and desires.
"The 12 Week Year" emphasizes creating a vision that resonates emotionally, encompassing both personal and professional life. It encourages thinking big and connecting with the feelings the vision evokes.
The book provides a framework to craft this vision by reflecting on values, passions, and desired life. Writing it down, making it vivid, and connecting with the emotions it brings up is crucial. Our brains are wired to respond to a clear, compelling vision, aiding focus, motivation, and resilience.
This vision fuels the commitment to "The 12 Week Year", providing the 'why' behind the actions and goals set within the 12-week framework.
Let's move on to a radical idea: throwing out the annual plan.
Let's move on to a radical idea: throwing out the annual plan. Traditional annual plans are often too rigid, detailed, and far removed from daily actions.
Instead, "The 12 Week Year" advocates for a 12-week plan focusing on key goals and tactics for significant results. It's like turn-by-turn directions versus a cross-country roadmap.
The 12-week plan involves setting specific, measurable goals, breaking them into weekly tactics, and scheduling them. This brings goals from abstract ideas into the concrete reality of daily life. "The 12 Week Year" is designed to be flexible.
The plan is a living document, adjustable to unexpected challenges. This agility is a core component of "The 12 Week Year" system, allowing for adaptation without losing sight of the overall objectives.
Now, let's shift our focus to execution – one week at a time.
Now, let's shift our focus to execution – one week at a time. The key to achieving 12-week goals is consistently executing the weekly plan.
"The 12 Week Year" introduces the "Weekly Scorecard" to track progress, creating awareness and accountability. It's not about judgment, but about feedback, like a sports team keeping score.
Time blocking is also crucial, scheduling specific blocks for important activities to protect time from distractions. "The 12 Week Year" emphasizes consistent weekly execution as the cornerstone of its system.
This consistent action, guided by the weekly plan and tracked by the scorecard, is what transforms the 12-week goals from aspirations into achievements within "The 12 Week Year".
Finally, let's confront the truth.
Finally, let's confront the truth. This is about honest self-assessment, facing the reality of performance without excuses.
"The 12 Week Year" introduces "productive tension," the uncomfortable feeling of not doing what's needed. Embrace this tension as fuel for change.
This isn't about self-criticism, but about learning, adjusting, and improving. "The 12 Week Year" system highlights performance, good and bad, forcing confrontation with lack of execution.
This honest assessment, a core principle of "The 12 Week Year", is crucial for identifying areas for improvement and ensuring continuous progress within the 12-week cycle.
The market rewards those who take action, not those who wait and see.
Most people don't fail because they aim too high and miss. They fail because they aim too low and hit.
Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.
The difference between successful people and very successful people is that very successful people say 'no' to almost everything.
You are always in control of your actions, and your actions determine your results.
It's not enough to have a vision; you need a plan to make it a reality.
Accountability is the glue that ties commitment to the result.
The best way to predict the future is to create it.
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