So You Have a Life Plan: Now What?

LifePlan.jpg

Now that you have a plan you like, (which is probably an integrated plan), you need to work it! Obviously life is in motion all the time, so you need a flexible system to make sure you are moving forward on this plan while enjoying life. Here’s how to work your plan over time:

  1. Post a motivating visual reminder. This could be making your plan your screen saver, making your values the backdrop of your phone or creating a visual collage of your priorities for your office.

  2. Create a daily or weekly system of inspired actions. At a pace that works for you, review your plan. Make sure you connect with each element, then make your next set of more specific inspired actions that will keep you moving.

  3. Progress toward multiple goals with one action item, managing your Return On Energy (ROE). We can use the female brain’s capacity for cross connections beautifully. Have your kids ride bikes beside you as you run. You are exercising, connecting, having fun and teaching great life skills in one 20-minute window.

  4. Focus on the task at hand, trusting your plan. Once you have created and chosen your next task, focus on that completely. Pausing the cross-connections (which can lead to over-processing and unproductive multi-tasking) and becoming mindful of what you’ve chosen to do next provides the moment-to-moment peace of mind that we crave.

  5. Notice accomplishments daily. If we never feel like we’re getting anything done, we are overwhelmed and exhausted. We must notice what we are accomplishing each day, letting it be enough. Yes, there will always be more to do, you will never get it all done and you didn’t do it perfectly today. Yet you accomplished what you accomplished, and it was enough.

Peg Rowe

Through her business experience, Peg Rowe brings knowledge, wisdom and unique perspective on building high performance teams, creating a collaborative culture, developing leaders and delivering exceptional results. She works seamlessly with all levels of management, across groups or in one-on-one settings.

Her intuition, calm manner and orientation to action, once critical to her leadership, are key assets in her work with clients. Peg takes a practical, strengths-based approach to executive coaching. Practical in that it focuses on the key behaviors required for improved performance. Strengths-based, in that the focus is on what is currently working in the executives leadership style that can be leveraged for improved performance and satisfaction.

As a seasoned executive and leader of geographically diverse cross-functional teams, she has served in line management and staff positions while spending ten years in senior executive level operations and general management roles at American Hospital Supply Corporation, Baxter International, Caremark International and Paidos Healthcare Management Services. As a leader, Peg coached teams during major corporate transitions and change initiatives, exceeding business objectives.

As a coach and consultant, Peg has worked with leaders and teams at organizations such as Allstate, Caterpillar, Fresenius Medical Care, Gensler, Methode Electronics, Microsoft, Navistar, and National Opinion Research Center, as well as Not for Profits including The Center On Halsted, The National Runaway Switchboard, and The Neumann Association. Peg has a Masters in Management from the University of Missouri – Columbia. She has trained with the Coaches Training Institute (CTI) and the Gestalt Institute of Cleveland, and has fulfilled coursework in Organizational and Relationship Systems, High Impact Teaming, the DiSC Assessment, MBTI and FiroB. Her certifications include the Best Year Yet® Program, the Coaching in the Moment program, the Genos EI Assessment and John Kotter’s Leading Change Program.

Follow Peg on social media.

Facebook: https://www.facebook.com/peg.rowe

LinkedIn: https://www.linkedin.com/in/pegsteedrowe/

Twitter: https://twitter.com/pegrowe_tiara

Previous
Previous

The Process of Setting Intentions

Next
Next

What’s the Bigger Risk: Building Your Walls or Kicking Them Down?