- “The 12 Week Year” by Brian P. Moran and Michael Lennington introduces a revolutionary concept in goal-setting and productivity that challenges the traditional annual approach.
- If you’re tired of setting annual goals that rarely get accomplished, read on to discover how the 12 Week Year can help you achieve more in 12 weeks than others do in 12 months.
During a typical 12‐month year, it’s easy to procrastinate on your annual goals. But during a 12‐week year, there’s a constant sense of urgency because the end of the year is always looming and you need to generate a month’s worth of progress every week!
“Let’s redefine a year: A year is no longer 12 months, it is now only 12 weeks…There are no longer four periods in a year; that’s old thinking. Now, there is just a 12 Week Year, followed by the next 12 Week Year… (and) each 12 week period stands on its own.” – The 12 Week Year
To accomplish your annual goals in 12‐weeks and achieve a month’s worth of progress every week, you need to fundamentally change the way you approach your goals and adopt the 12‐week year ‘Special O.P.S.’ framework:
- Own results
- Plan weekly keystone actions
- Keep score of execution
Ownership
Ownership requires 100% commitment to your goals, and commitment (as defined in the American Heritage Dictionary), is “The state of being bound emotionally or intellectually to a course of action, or to another person or persons.”
A sure way to be “bound emotionally or intellectually to a course of action, or to another person” is to bet on yourself. Tell a friend: “In 12‐weeks I will [ANNUAL GOAL], or give you [A PAINFUL AMOUNT OF MONEY], no matter what!”
When you meet with your friend 12‐weeks later, you either prove you hit your 12‐week goal, or you pay up. No excuses. You can’t tell your friend you were too busy, your house burnt down, or you didn’t receive enough support. If you didn’t do what you said you were going to do, you must honor your word.
“When you’re interested in doing something, you do it only when circumstances permit, but when you’re committed to something, you accept no excuses, only results.” – The 12 Week Year
Planning
“At its most basic level, planning is just problem solving. Your plan solves the problem of how to close the gap between your results today and your 12‐week goal… A 12 week plan gets down to the critical actions that you will need to take each week to reach your goal.” – The 12 Week Year
When you spend 15 minutes to plan your week, you ultimately save time and energy ‐ two resources you must use wisely to achieve a 12‐month goal in 12‐weeks.
- Weekly planning increases the odds of finding the shortest route to your goal and prevents you from constantly backtracking. The authors say, “If you take time to plan before engaging with a complex task, you reduce the overall time required to complete the task by as much as 20 percent.”
- Weekly planning prevents you from overthinking hour‐by‐hour decisions and thus reduces daily decision fatigue
Every week, search for tactics people have used to reach a similar goal, then extract and write down a list of keystone actions.
“In most endeavors there are often many activities that help you accomplish your goal. However there are usually a few core activities that account for the majority of the results, and in some cases there are only one or two keystone actions that ultimately produce the result. It is critical that you identify these keystones and focus on them.” – The 12 Week Year
Scoring
Results lag action, often by several weeks.
If two people are selling the same product, the person who focuses sales made may lose enthusiasm and quit if he’s not hitting his weekly sales targets. But the guy who measures his execution (i.e., number of doors he’s knocked on and number of prospects he’s called), and does not fixate on weekly results, ultimately make more sales.
“If you want to know what your future holds, look to your actions; they are the best predictor of your future.” – The 12 Week Year
Stay focused on execution by keeping score of weekly actions. Each week review your weekly action plan and give yourself an execution score. If you completed 4/5 planned actions, give yourself an execution score of 80% and aim to improve your score next week.
“We have found that if you successfully complete 85 percent of the activities in your weekly plan, then you will most likely achieve your objectives (12‐week year goals).” – The 12 Week Year
“The 12 Week Year system forces you to confront your lack of execution — and it’s uncomfortable, but it is the very thing that is required if you’re going to perform at your best. We call this discomfort productive tension.” – The 12 Week Year
BRIAN P. MORAN is founder and CEO of The Execution Company, an organization committed to improving the performance and enhancing the quality of life for leaders and entrepreneurs. He has served in management and executive positions with UPS, PepsiCo, and Northern Automotive and consults with dozens of world-class companies each year. As an entrepreneur, he has led successful businesses and been instrumental in the growth and success of many others. In addition to his books, Brian has been published in many of the leading business journals and magazines. He is a sought-after speaker, educating and inspiring thousands each year. Brian lives in Michigan with his wife Judy and their two daughters.
MICHAEL LENNINGTON is Vice President of The Execution Company. He is a consultant, coach, and leadership trainer, and an expert in implementing lasting change in organizations. He works with clients in the U.S., Europe, Asia, and the Middle East to help them implement corporate initiatives that drive sales, service, and profitability. Michael holds a BS from Michigan State University, and an MBA from Ross School of Business at the University of Michigan. He lives with his wife Kristin and their children in northern Michigan.
Genres
Business, Nonfiction, Productivity, Self Help, Personal Development, Leadership, Psychology, Management, Employees, Attitudes and Productivity, Organizational Behavior, Job Hunting and Careers, Business and Organizational Learning, Time Management, Business Management
Table of Contents
Chapter 1 The Challenge 1
Part I Things You Think You Know 7
Chapter 2 Redefining the Year 9
Chapter 3 The Emotional Connection 19
Chapter 4 Throw Out the Annual Plan 25
Chapter 5 One Week at a Time 29
Chapter 6 Confronting the Truth 33
Chapter 7 Intentionality 39
Chapter 8 Accountability as Ownership 45
Chapter 9 Interest versus Commitment 49
Chapter 10 Greatness in the Moment 55
Chapter 11 Intentional Imbalance 61
Part II Putting It All Together 65
Chapter 12 The Execution System 67
Chapter 13 Establish Your Vision 77
Chapter 14 Develop Your 12 Week Plan 89
Chapter 15 Installing Process Control 105
Chapter 16 Keeping Score 117
Chapter 17 Take Back Control of Your Day 127
Chapter 18 Taking Ownership 143
Chapter 19 12 Week Commitments 153
Chapter 20 Your First 12 Weeks 169
Chapter 21 Final Thoughts and the 13th Week 187
References 189
Review
“The 12 Week Year” by Brian P. Moran and Michael Lennington is a transformative guide to achieving productivity and goal-setting in a more focused and efficient way. The central premise of the book is that traditional annual goal-setting is often ineffective because it allows for procrastination and lack of urgency. In contrast, the authors propose the concept of the “12 Week Year,” a system that compresses your yearly goals into 12-week cycles, creating a sense of urgency and accountability.
The book is structured into several sections, each elaborating on different aspects of the 12 Week Year concept:
- The Flaw in Annual Goal Setting: The authors begin by explaining the limitations of annual goal-setting, emphasizing how it often leads to procrastination and underperformance.
- The 12 Week Year System: Moran and Lennington introduce the core concept of the book: the 12 Week Year, which involves setting and focusing on your goals in 12-week periods, with regular planning and accountability check-ins.
- Execution: The authors delve into strategies for executing your 12 Week Year plan, including the importance of daily and weekly disciplines, time blocking, and the power of consistency.
- Accountability: Moran and Lennington stress the significance of personal accountability and share methods for tracking and measuring progress toward your goals.
- Adjusting and Adapting: The book discusses the flexibility of the 12 Week Year and provides guidance on adapting your goals when necessary.
- Overcoming Challenges: Practical tips for overcoming common obstacles, such as procrastination and lack of motivation, are provided.
- The Power of Vision: The authors encourage readers to connect their 12 Week Year goals to a broader vision for their lives, adding depth and meaning to their pursuits.
“The 12 Week Year” is a compelling guide to goal-setting and productivity that offers a fresh perspective on achieving success. Moran and Lennington’s approach challenges the conventional wisdom of annual goal-setting and provides a structured, actionable method for achieving more in less time.
What sets this book apart is its emphasis on creating a sense of urgency through shorter goal cycles. The authors effectively argue that annual goals often lack the immediate motivation necessary for consistent effort, while the 12 Week Year maintains a sense of urgency throughout the entire process. The book provides clear, practical steps for implementing this concept in your life, from goal-setting and planning to execution and accountability.
Furthermore, the book offers valuable insights into the psychology of motivation and overcoming obstacles that hinder productivity. The authors stress the importance of developing discipline and a growth mindset, making this book not only a productivity manual but also a personal development guide.
In conclusion, “The 12 Week Year” is a powerful tool for anyone seeking to enhance their productivity and accomplish their goals. The book’s actionable advice, combined with its fresh perspective on time management, makes it a must-read for those looking to make the most of their time and efforts.
Alex Lim
Alex Lim is a certified book reviewer and editor with over 10 years of experience in the publishing industry. He has reviewed hundreds of books for reputable magazines and websites, such as The New York Times, The Guardian, and Goodreads. Alex has a master’s degree in comparative literature from Harvard University and a PhD in literary criticism from Oxford University. He is also the author of several acclaimed books on literary theory and analysis, such as The Art of Reading and How to Write a Book Review. Alex lives in London, England with his wife and two children. You can contact him at [email protected] or follow him on Website | Twitter | Facebook
