1. Lesson 7 The 7-Step Process
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2. 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 2

3. The 7-Step Process Create a vision Understand the current reality
Take action steps
Measure performance
Modify actions
Achieve results
Create a new vision 3

4. Current Reality Vision Discrepancy Tension Actions to Improve Health
Unhealthy
Vision
Be healthy
Discrepancy
Tension
Actions to
Improve Health 4

5. Structural Tension discrepancy causes tension tension creates action
action creates movement
movement reduces the tension
current reality moves toward the vision 5

6. 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. 6

7. 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. 7

8. 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? 8

9. 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 9

10. 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. 10

11. Totally smug and invincible
Riding A Bike
Vision:
I want to ride
Emotion
Excitement
Current 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
Fear
Terror
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
Joy
New Vision:
I want to ride around the block
Totally smug and invincible 11

12. 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. 12

13. 7-Step Process Current Reality Vision Tension Action Steps
Modify Actions
Measure Performance
Achieve Results
Create New Vision 13

14. 14

15. 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. 15

16. Checklist for the 7-Steps16

17. 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. 17

18. 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. 18

19. 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. 19

20. 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?” 20

21. 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. 21

22. 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. 22

23. 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?” 23

24. 7. Create a New Vision
With the vision achieved the original structural tension is dissipated and new desired outcomes will come forward for consideration. 24

25. 7-Step Process Very simple Very powerful Easy to learn
A lifetime to master 25

26. The 7-Step Process
Applicable for:
Individuals
Teams 26

27. Exercise 28

28. 7-Step Process 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. 29

29. Implications for Leaders
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. 29

30. 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. 30

31. 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. 31

32. 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 2013 William 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
Presentations standards
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Front title:52
Presentation title:32
Content font size: 24 32