- label the corners of each page with a tag
- write the time and what happened, like what happened at 10am then 10:30am
- goals->actions->barriers->strategies
- small steps (emphasis on small) you have taken, feedback from others, what worked and what didn't work, and changes you can see.
- A follow-up is important.
- What are your thoughts and thoughts about those thoughts?
- This can include judgments and difficult ethical decisions "defining moments" right vs. right
- In today’s workplace, three kinds of defining moments are particularly common. The first type is largely an issue of personal identity. It raises the question, Who am I? The second type is organizational as well as personal: both the character of groups within an organization and the character of an individual manager are at stake. It raises the question, Who are we? The third type of defining moment is the most complex and involves defining a company’s role in society. It raises the question, Who is the company? By learning to identify each of these three defining moments, managers will learn to navigate right-versus-right decisions with grace and strength.
- Keep your plan alive and working for you as long as it serves you, whatever challenges the opposing forces may bring. The reward will be personal and organisational change, growth, and even transformation.
- Remind yourself that day-to-day business must not marginalise or overwhelm change initiatives
- This journal will hold you accountable
- It can be a sign of your character building
- Try to enter a few lines each day and review the journal each week for signs of progress or slippage. Same time each day (see writing tips)
- Let your "team" at uni and psychologist's know of your progress.
- Pat yourself on the back for progress
aug 25 2010 ∞
mar 24 2011 +