Lesson 7 The 7-Step Process 1. Purpose to present a process to create results to describe the unique...

Lesson 7

The 7-Step Process

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Purpose

• to present a process to create results

• to describe the unique attributes of this tool

• to show its applicability to both individuals and organizations

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The 7-Step Process

• Create a vision

• Understand the current reality

• Take action steps

• Measure performance

• Modify actions

• Achieve results

• Create a new vision

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Current Reality

Unhealthy

Vision

Be healthy

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Tension

Actions to Improve Health

Discrepancy

• discrepancy causes tension

• tension creates action

• action creates movement

• movement reduces the tension

• current reality moves toward the vision

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Structural Tension

The circle and the triangle

• Draw a circle.

• Draw a triangle within the circle.

• Length of triangle sides should be equal.

• Points of the triangle should touch the circle.

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The circle and the triangle

• Draw a circle.

• Draw a triangle within the circle.

• Length of triangle sides should be equal.

• Points of the triangle should touch the circle.

But this time, use your opposite hand and close your eyes.

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The circle and the triangle

• How did you approach it the first time?

• How did you approach it with the wrong hand and your eyes closed?

• What did you do differently?

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The circle and the triangle

Can your experience be described according to the 7-Step Process?

• Create a vision• Understand the current reality• Take action steps• Measure performance• Modify actions• Achieve results• Create a new vision

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A Natural Process

We can use the 7-Step Process to describe personal activities -

• learning to ride a bike• reading a book• going out to dinner• driving a car to a destination.

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Riding A Bike

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Vision:• I want to ride ExcitementCurrent Reality:• I don’t know how, but I’m old enough to learn

Determination

Action Steps:• Someone holds you while you ride• You are on your own

FearTerror

Measure Performance:• You fall, you remember how you steered

Pain, Tears Frustration

Modify Actions:• Ride again Steer differently Concentration, Fear

Achieve Results:• You can ride a bike

New Vision:• I want to ride around the block

Emotion

Joy

Totally smug and invincible

The 7-Step Process

• The 7-Step Process is a way for us to make conscious the natural way that we go about creating and achieving the results we desire.

• We can break away from the learned habit of simply “acting” or “reacting” to what is before us.

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VisionCurrent Reality Tension

Action Steps

Measure Performance

Modify Actions

Achieve Results

Create New Vision

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7-Step Process

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Uniqueness of this tool

• Some tools start with a vision but don’t consider current reality.

• Other tools start with current reality and never consider what is desired.

• Most tools focus time and effort on “action steps.”

• The 7-Step process focuses on “vision” and “current reality” – with “action steps” naturally following.

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Checklist for the 7-Steps

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1. Create a Vision?

• Slow down your thinking.

• Ask, “What do I want?”

• Disregard others’ expectations.

• Disregard “what is possible.”

• Start with a blank page.

• Form a picture.

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1. Create a Vision (continued)

• Clarify the picture.

• Let your vision come alive.

• Break down extremely ambitious visions into a series of more manageable sub-visions.

• Hold your vision.

• Gain team agreement as appropriate.

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2. Understand Current Reality

• Slow down your thinking.

• Ask, “What is the relevant data?”

• Be aware of your biases.

• Separate fact from opinion.

• Picture patterns within the data.

• Understand how the key elements interrelate.

• Seek the truth, don’t “know it.” • Gain team agreement as appropriate.

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3. Take Action

• Generate possible actions.

• Decide on actions to take.

• Ask, “Do these actions address all of the discrepancies between current reality and the vision?”

• Prioritize the actions.

• Set dates for completion.

• Assign responsibility for achievement.

• Ask, “If we take these actions successfully are we likely to achieve our vision?”

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4. Measure Performance

• Track whether action steps are completed on time.

• Measure progress relative to milestones that lead toward the achievement of the desired result.

• If milestones are not achieved on time, even though action steps are on track, then reevaluate your plan and add additional action steps as appropriate.

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5. Modify Actions

• Take new initiatives to complete action steps that are behind schedule. Reprioritize other steps as necessary to compensate for the completed actions.

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6. Achieve Results

• Don’t confuse completing all action steps with achieving the desired result.

• Measure achievement by asking, “Is the vision now the reality?”

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7. Create a New Vision

• With the vision achieved the original structural tension is dissipated and new desired outcomes will come forward for consideration.

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7-Step Process

• Very simple

• Very powerful

• Easy to learn

• A lifetime to master

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The 7-Step Process

Applicable for:

– Individuals

– Teams

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Exercise

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• Meet with a partner.• Think of a personal vision you have which you are

willing to share.• Picture your current reality.• Visualize the tension between your current reality and

your vision.• Think of action steps that will allow you to bring your

current reality closer to your vision.• Share your vision, current reality and action steps with

your partner.

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7-Step Process

• The 7-Step Process is a universal tool to do work.

• Readers who become proficient in its use will significantly improve their effectiveness.

• Other organizational processes - such as employee orientation, budgeting and strategy creation – can be developed using the 7-Step Process.

• Use of the 7-Step Process is a critical tool to help create exceptional organizations.

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Implications for Leaders

Summary

• The 7-Step Process helps us to create our desired results.

• It is applicable to most any situation.

• Both individuals and teams can use it.

• It is simple to learn, powerful in application, and a lifetime to master.

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Bibliography

Fritz, Robert. The Path of Least Resistance. New York: Fawcett Columbine, 1989.

Fritz, Robert. The Path of Least Resistance for Managers. San Fransico: Berrett-Koehler Publishers, 1999.

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This lesson is a modified excerpt from the book, Compass – Creating Exceptional Organizations: A Leader’s Guide, written by William F. Brandt, Jr., cofounder and former CEO of American Woodmark Corporation –

the third largest producer of kitchen cabinets in America.

Copyright 2013William F. Brandt, Jr.

This lesson may be copied, presented and/or distributed to up to five people. Distribution beyond five is subject to a user fee as described in the website: CompassCEO.com

The book and related materials are also available from the website: CompassCEO.com

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