Transformational Leadership
Audit & Diagnostic

This Transformational Leadership Audit & Diagnostic is designed to support you on your journey of leadership mastery by helping you understand, and evaluate yourself on, 100 capabilities that unlock truly transformational leadership.

The Aims of this Toolkit

To provide you with a framework that can help you navigate your development as a leader across five key ‘spirals’ of transformational leadership—from mastering the ‘inner’ game of excellence to leading excellence in the ‘outer’ games of influence and innovation
To help you understand 100 key capabilities that a transformational leader might want to develop to fulfil their potential to lead and land lasting, significant, and positive change
To help you explore your levels of mastery of each of these capabilities in a coherent way—and evaluate yourself on each
To identify specific capabilities you would like support to develop more strength and mastery in from a leadership program—and share them with us to help us design a series of interventions and practices that work for you and your colleagues
To empower you to take control of your development as a leader so you can unlock breakthroughs in one or more of the capabilities over the coming weeks in a self-managed way
To provide long-term insights into whether the leadership development activities your are experiencing are making a difference to your mastery of truly transformational leadership

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Personal Details*

First Name Last Name

Job title*

Business Unit*

Company*

Location & Contact*

City Country

Email*

Before or After*

If this is the first time you've completed this audit, select "Before". If you're revisiting your capabilities, either following completion of a program or on your own, select "After".

Program Code

If you're engaged in a Switch On program, please enter your unique program code below.

How to use the Toolkit*

Work through this toolkit in sequence; and slowly. It is designed to be a learning and development experience in itself. You should expect to spend a minimum of 90 minutes reading, reflecting, and writing. If you rush it in ‘Get Stuff Done’ Mode, you will not reap the true value in terms of self-awareness and transformation.

You do not need to share your responses with your manager or HR partner unless you choose to freely. This is not a performance evaluation and should not be used as such unless agreed by all involved.

Please DO NOT share the file with anyone else. If you do, it undermines our sustainability as an enterprise.

When you have completed the evaluation, make sure you have highlighted the capabilities you would like support to develop most. This is the diagnostic element.

DO NOT USE THE ONLINE SURVEY TO EVALUATE YOURSELF! IT IS ONLY TO SHARE YOUR LEADERSHIP DEVELOPMENT NEEDS WITH US.

I understand how to use this Audit and Diagnostic, and agree to the terms of use.

Spiral 1: Leading Self

Please score yourself as honestly and accurately as possible from 1 to 5.
[1. Beginner; 2. Student; 3. Intermediate; 4. Pro; 5. Master]

Building Self-Efficacy & State Mastery*

	1.	2.	3.	4.	5.
1. Understand the role and dynamics of self-awareness and self-efficacy in leadership effectiveness
2. Sense, feel, and reflect on different cognitive and somatic states and whether they are effective and appropriate to the moment
3. Know what triggers and derails specific states and what inspires and elevates other states
4. Reach and embody specific states to produce desired outcomes (e.g. control or empathy)
5. Use mindset and embodiment practices to shift between various states (e.g. openness, curiosity, humility vs. certainty, focus, confidence)

Developing Emotional & Interoceptive Intelligence*

	1.	2.	3.	4.	5.
6. Understand the role and dynamics of emotions and somatic sensations in leadership effectiveness
7. Seek to feel and understand anxious and destabilizing emotions and somatic sensations rather than repress, suppress, numb, or act out
8. Track how anxious and destabilizing emotions and bodily sensations change and translate them into words for sharing
9. Regulate emotions and bodily sensations, particularly when feeling upset, overwhelmed, or shut down
10. Transform anxious and destabilizing emotions and somatic sensations into energizing and stabilizing emotions and somatic sensations

Metacognition & Transforming Biases & Beliefs*

	1.	2.	3.	4.	5.
11. Understand the role and dynamics of limiting vs. liberating cognitive biases, assumptions, beliefs, self-talk, and projections in leadership effectiveness
12. Reflect on own cognitive biases, assumptions, beliefs, self-talk, and projections and identify where they may be inaccurate
13. Give up being right and certain about biases, assumptions, beliefs, self-talk, and projections in order to be curious and creative
14. Consistently and kindly challenge own and others limiting biases, beliefs, assumptions, self-talk, and projections
15. Transform limiting biases, assumptions, beliefs, self-talk, and projections to be liberating/empowering

Changing Behavior & Building Habits*

	1.	2.	3.	4.	5.
16. Understand the role of ineffective/sabotaging vs. effective/serving behaviors and habits in leadership effectiveness
17. Identify when reacting to challenges with stress response behaviors—fight, flight, freeze, or fawn (people pleasing)—and move to change
18. Take responsibility for ineffective/sabotaging behaviors and habits rather than blaming, shaming, or complaining
19. Identify and release the somatic sensations, emotions, beliefs, and behaviors that constitute ineffective/sabotaging habits
20. Accelerate the building of effective/serving habits through cultivating specific somatic sensations, emotions, beliefs, and behaviors

Mastering Resilience & Sustained High Performance*

	1.	2.	3.	4.	5.
21. Understand the role and dynamics of physical, psychological, and existential stress and resilience in leadership effectiveness
22. Build robustness to bounce back quickly from challenges, crises, disappointments, and frustrations
23. Spot early physical and psychological signals of overwhelm and course correct through self-care
24. Identify what most impacts personal resilience and utilize recovery practices to reduce overwhelm, exhaustion, and stress
25. Proactively build physical, psychological, and existential resilience to unlock sustained high performance

Leveraging Trauma-Informed Personal Leadership*

	1.	2.	3.	4.	5.
26. Understand the impact of, and the importance of transforming, difficult emotions and memories in leadership effectiveness
27. Accept difficult emotions and memories, potentially from traumatic experiences, and seek peer and professional support when appropriate
28. Engage with tools and practices that can help to process and release difficult emotions and memories
29. Engage with tools and practices that can help to transform and heal difficult emotions and memories to unlock stored-up energy, aliveness, and potency that is blocked by trauma
30. Consciously cultivate more self-acceptance, self-compassion, and self-forgiveness to accelerate the journey of grieving, healing, and becoming more whole

Managing Time, Attention & Energy*

	1.	2.	3.	4.	5.
31. Understand the roles of attention, time, energy, and boundary management in leadership effectiveness
32. Manage attention effectively by reducing noise, minimizing multi-tasking, and avoiding overwhelm
33. Manage time effectively to prioritize specific outcomes, goals, and value
34. Manage energy effectively to maintain strength to engage in crises, challenges, and change
35. Manage boundaries effectively to ensure the necessary time, attention, and energy for reflection, connection, and creativity

Amplifying Agency & A Growth Mindset*

	1.	2.	3.	4.	5.
36. Understand the roles of agency and a growth mindset in leadership effectiveness
37. Self-initiate goals, self-motivate action, and self-correct activities to achieve desired results
38. Celebrate courage, persistence, and effort as much as results and success
39. Leverage mistakes, meltdowns, and breakdowns as opportunities to learn and transform
40. Cultivate a childlike sense of curiosity, humility, and possibility in the face of challenge, change, and crisis

Harnessing Leadership Archetypes & Sub-Personalities*

	1.	2.	3.	4.	5.
41. Understand the role and value of archetypes and sub-personalities in leadership effectiveness
42. Discover and honor the qualities and capabilities of established archetypes and sub-personalities
43. Uncover and unleash the qualities and capabilities of lost, hidden, and frozen archetypes and sub-personalities
44. Identify when addicted or allergic to the qualities and capabilities of a specific archetype or sub-personality
45. Integrate emerging archetypes and sub-personalities to constantly upgrade leadership effectiveness

Self-Directing Leadership Breakthroughs & Development*

	1.	2.	3.	4.	5.
46. Understand the role and dynamics of breakthroughs, transformations, and stage transitions in leadership effectiveness
47. Be accountable for own development, initiating interventions and/or seeking support when challenged, plateauing, or losing effectiveness
48. Metabolize significant change, crises, and challenges into development breakthroughs, transformations, and stage transitions
49. Harness practice, tools, and experiences to accelerate leadership breakthroughs, transformations, and stage transitions in self and others
50. Integrate breakthroughs, transformations, and stage transitions to constantly upgrade leadership effectiveness

Capabilities to Develop

Note down from the list above (1-20) the 2 capabilities in this module that you would like to prioritize in your development as a leader and feel you need further support with.

Capability 2

Spiral 2: Leading Others

Please score yourself as honestly and accurately as possible from 1 to 5.
[1. Beginner; 2. Student; 3. Intermediate; 4. Pro; 5. Master]

Harnessing Presence, Attunement & Empathy*

	1.	2.	3.	4.	5.
51. Understand the role and dynamics of being relationally present, attuned, and empathic in leadership effectiveness
52. Be fully present and available with others without judgment, criticism, cynicism, biases, or projections imprinted by past relationships
53. Attune to the states and needs of others in an open-hearted and open-minded ‘neutral’ state
54. Have empathy for the feelings, needs, perspectives, and behaviors of others
55. Be vulnerable, authentic, and genuine with all, avoiding pretense, power plays, and status games

Active Listening & Responsible Sharing*

	1.	2.	3.	4.	5.
56. Understand the role and dynamics of active listening and responsible sharing in leadership effectiveness
57. Listen with curiosity to the feelings, thoughts, needs, and ideas of others (including body language, what is not said, and what is between the lines)
58. Mirror, empathize, and validate so others feel seen, heard, valued, and appreciated
59. Share own insights, experiences, and ideas responsibly and with integrity
60. Share own needs, perspectives, and hopes honestly and courageously

Cultivating Team Receptivity, Trust & Reciprocity*

	1.	2.	3.	4.	5.
61. Understand the role and dynamics of receptivity and reciprocity in leadership effectiveness
62. Freely invite and receive coaching on sabotaging behaviors, limiting beliefs, blindspots, and biases
63. Take on, and look to leverage both critical and appreciative feedback without taking it personally
64. Be receptive to the needs of others yet also assertive to ensure own needs are met
65. Seek to make relationships reciprocal, with a fair balance of give and take and send and receive

Using Clear & Calm Communication*

	1.	2.	3.	4.	5.
66. Understand the role and dynamics of clear and calm communication in leadership effectiveness
67. Communicate with others with clarity, even when uncertain or confused
68. Communicate early and often, never assuming others are clear or certain
69. Ensure both ‘positive’ and ‘negative’ feedback, pushbacks, and disagreements are provided clearly but without adding unnecessary confusion or tension
70. Be a calm, supportive, and energizing presence for others, even in challenging moments

Managing & Renegotiating Agreements*

	1.	2.	3.	4.	5.
71. Understand the role and dynamics of agreement setting and managing in leadership effectiveness
72. Rigorously clarify agreements so accountability is unambiguous
73. Deliver on commitments and agreements and clear up the consequences of breaking them
74. Proactively renegotiate agreements as situations change
75. Demonstrate kindness whilst also holding others responsible for their agreements

Enacting High-Performance Delegation*

	1.	2.	3.	4.	5.
76. Understand the role and dynamics of high-performance delegation in leadership effectiveness
77. Delegate to others without micromanaging or withdrawing, providing supportive guardrails to ensure high performance
78. Communicate desired performance outcomes, expectations, and standards through effective briefing
79. Empower others to feel agency and freedom around delegated tasks but step back in to support or solve when performance drops
80. Ensure those delegated tasks learn from their mistakes, empowering them to progressively move toward excellence

Motivating Different Kinds Of People*

	1.	2.	3.	4.	5.
81. Understand the role and dynamics of intrinsic and extrinsic motivations in leadership effectiveness
82. Motivate different people using a mix of extrinsic motivations (e.g., pay, promotions, prizes, etc.) and intrinsic motivations (e.g., agency, purpose, belonging, etc.)
83. Ensure others see their work as important and that their unique strengths are utilized
84. Help others find meaning and learning in tasks they might find dull or difficult
85. Be a reliable source of appreciation and celebration to maintain motivation in challenging times

Repairing Relationships & Resolving Conflicts*

	1.	2.	3.	4.	5.
86. Understand the role and dynamics of coaching in leadership effectiveness
87. Coach others to courageously break through their perceived and actual limitations and ensure they are kind to themselves when they do not
88. Empower others to take full ownership and not blame, shame, or complain about others
89. Ask open-ended questions to help others reflect on their challenges and find their own solutions
90. Inspire others to see, feel, and realize their full potential through coaching and empowerment

Repairing Relationships & Resolving Conflicts*

	1.	2.	3.	4.	5.
91. Understand the role and dynamics of relationship repair and conflict resolution in leadership effectiveness
92. Energetically repair relationships through apology, restitution, and forgiveness
93. Proactively resolve conflicts through curiosity, empathy, and listening
94. De-escalate and defuse tensions between others before they erupt into conflict
95. Help others to resolve conflicts through ownership, empathy, and mutual learning

Managing Effective Boundaries*

	1.	2.	3.	4.	5.
96. Understand the role and dynamics of managing effective boundaries in leadership effectiveness
97. Maintain and communicate clear boundaries without aggression or avoidance
98. Say no to requests, invitations, and opportunities that transgress boundaries without fear or manipulation
99. Initiate and follow through on challenging conversations that deal with boundary transgressions
100. Elegantly stop persistent boundary transgressors that disrupt projects and teamsf

Capabilities to Develop

Note down from the list above (1-20) the 2 capabilities in this module that you would like to prioritize in your development as a leader and feel you need further support with.

Capabilities to Develop

Spiral 3: Leading Organizations

Please score yourself as honestly and accurately as possible from 1 to 5.
[1. Beginner; 2. Student; 3. Intermediate; 4. Pro; 5. Master]

Making Sense Of Complexity*

	1.	2.	3.	4.	5.
101. Understand the role and dynamics of sense-making in leadership effectiveness
102. Embrace complexity and uncertainty with relentless optimism and a sense of opportunity
103. Engage in perplexing and paradoxical situations without adding drama and distortions
104. Use multiple frames and a plurality of perspectives to make sense of complex realities
105. Spot when sense-making is incoherent or incomplete and seek to improve it

Leveraging Foresight & Future Insight*

	1.	2.	3.	4.	5.
106. Understand the role and dynamics of foresight and future insight in leadership effectiveness
107. Anticipate threats and opportunities at the core and on the periphery of the organization
108. Identify and explore multiple scenarios of the future informed by diverse sources of information
109. Seek and define emerging user/customer insights that can unlock future value-creation opportunities
110. Spot ‘weak signals’ of the future in the present and seek to leverage them strategically

Challenging Organizational Biases & Assumptions*

	1.	2.	3.	4.	5.
111. Understand the role and dynamics of organizational biases and assumptions in leadership effectiveness
112. Step back, reflect, and seek diverse sources of opinion and perspective that might challenge biases and assumptions
113. Harness employee/customer insights to challenge biases, comfort zones, and business model assumption
114. Actively look for missing information and evidence that challenges biases and assumptions
115. Foster safe and brave spaces where others can responsibly challenge biases and assumptions

Developing Vision & Strategy*

	1.	2.	3.	4.	5.
116. Understand the role and dynamics of vision and strategy in leadership effectiveness
117. Envision the organization’s ‘future state’ and develop a strategy to overcome obstacles to realizing it
118. Commit to an ambitious vision whilst both being flexible on how it is achieved and delivering on short-term goals
119. Regularly communicate and clarify urgencies, responsibilities, and direction of travel even in noisy environments with competing demands
120. Tirelessly engage tired, jaded, or stressed people in vision and strategy by bringing it to life over and over again

Making Strategic Decisions*

	1.	2.	3.	4.	5.
121. Understand the role and dynamics of strategic decision-making in leadership effectiveness
122. Make effective decisions using different sources of information, often incomplete, ensuring short and long-term impacts are considered
123. Explain and communicate decision-making rationales and processes to others
124. Make difficult decisions that avoid simplistic binary choices in favor of grey areas and middle paths
125. Be confident in own decisions while also being open to challenge, adaptation, and change

Mastering Strategic Prioritization*

	1.	2.	3.	4.	5.
126. Understand the role and dynamics of strategic prioritization in leadership effectiveness
127. Constantly reprioritize time, energy, and tasks to deliver the most strategic impact
128. Prioritize responding to others in a timely way, even if uncertain about a decision
129. Fearlessly start, stop, or pause activities that are not delivering impact as expected
130. Drive others forward to deliver on priorities whilst knowing when to give others space, time, and permission to connect, reflect, and create

Innovation & Creative Problem-Solving*

	1.	2.	3.	4.	5.
131. Understand the role and dynamics of innovation and creative problem-solving in leadership effectiveness
132. Foster a variety of places, spaces, and channels for innovative and creative thinking
133. Take ownership of novel problems rather than deny or disown them, defining them effectively for innovation
134. Manage the tensions between driving excellence/improvements/accountability and guiding exploration/innovations/agility
135. Lead others with confidence and compassion through the intensities and challenges of innovation

Fostering Belonging & Psychological Safety*

	1.	2.	3.	4.	5.
136. Understand the dynamics of belonging and psychological safety in leadership effectiveness
137. Foster a positive team climate that allows learning even in challenging times, not taking mistakes or poor performance personally
138. Cultivate psychological safety so others can contribute their ideas and insights free of aggression, dishonesty, and manipulation
139. Share successes with others while protecting them from pressure from above
140. Nurture a sense of team belonging without people feeling obligated to act in a certain way

Unlocking Diversity, Dignity & Inclusion*

	1.	2.	3.	4.	5.
141. Understand the importance of cross-cultural diversity, dignity, and inclusion in leadership effectiveness
142. Be sensitive to, and celebrate all forms of diversity and difference—recognizing and coaching implicit biases, micro-aggressions, and ignorance
143. Understand different national and regional socio-cultural norms and work with them to form coherent organizational cultures
144. Ensure all are seen as having equal human worth and dignity—but differing value to the organization
145. Foster a climate where the most transformational talent are encouraged to reveal their most sensitive and creative aspects

Nurturing Adaptive & Developmental Cultures*

	1.	2.	3.	4.	5.
146. Understand the importance and features of adaptive and developmental cultures
147. Support others to constructively critique and improve ideas, adapt them as new information is gathered, and discern when to let go or when to push forward
148. Foster a culture that regularly audits decisions and actions, accepts failure and mistakes without resistance or recrimination, and moves to adaptation quickly
149. Ensure all failures and mistakes are used to improve the project, the business model, and the system in an open, constructive way with insights shared widely
150. Build an innovation-friendly and deliberately developmental culture that rewards courage, effort, inquiry, and enthusiasm as much as results and excellence

Capabilities to Develop

Note down from the list above (1-20) the 2 capabilities in this module that you would like to prioritize in your development as a leader and feel you need further support with.

Capability 2

Spiral 4: Leading Systems

Please score yourself as honestly and accurately as possible from 1 to 5.
[1. Beginner; 2. Student; 3. Intermediate; 4. Pro; 5. Master]

Unlocking Purpose, Sustainability & Social Impact*

	1.	2.	3.	4.	5.
151. Understand the importance and functions of individual and collective purpose in leadership effectiveness
152. Ensure social or ecological realities are fully engaged in, without denial, distraction, or deception
153. Engage wholeheartedly in the pain caused by social and ecological issues in order to find an individual and/or collective purpose
154. Craft a compelling individual and/or collective purpose that demonstrates clear care
155. Ground individual and/or collective purpose in something universal e.g. in nature, progress, solidarity, faith

Leading From Truth, Transparency & Trust*

	1.	2.	3.	4.	5.
156. Understand the importance of truth, trust, and transparency in leadership effectiveness
157. Recognize criticism, defensiveness, stonewalling, and contempt and their tendency to erode trust
158. Be honest and open about information and share it appropriately without hoarding
159. Build trust through small and consistent actions of care, reliability, and connection
160. Foster an environment that encourages truth and transparency even in political and highly-charged situations

Cultivating Wisdom, Values & Morality*

	1.	2.	3.	4.	5.
161. Understand the importance of wisdom, values, and morality in leadership effectiveness
162. Do what feels right in accordance with own moral compass, even when others are doing something immoral or unethical
163. Find inner stability and stillness to make decisions without fear or egotism
164. Make clear and conscious moral compromises and trade-offs
165. Sustain courage and keep perspective even in dark and difficult moments

Wielding & Distributing Power*

	1.	2.	3.	4.	5.
166. Understand the role and dynamics of power in leadership effectiveness
167. Recognize when self or others feel powerless and the variety of power plays used to defend against this
168. Embrace and wield wisely both hard/hierarchical and soft/horizontal power to make change happen in service of purpose
169. Distribute power down and across a system to unleash empowerment and self-organization without chaos
170. Be highly participatory flat to encourage collaboration and self-organization but utilize hierarchical power to make tough decisions and take intentional action

Inspirational Storytelling & Developing Executive Presence*

	1.	2.	3.	4.	5.
171. Understand the importance and dynamics of storytelling and executive presence in leadership effectiveness
172. Design and craft powerful stories that communicate in compelling and coherent ways and inspire action—behavior change, investment, purchase
173. Build resonance and rapport confidently and quickly with different types of audiences
174. Speak with an authentic voice and show up with a strong executive presence to evoke enthusiasm, energy, and possibility
175. Adjust story structure, presence, and presenting style to connect with diverse audiences and overcome resistance or confusion

Influencing Change Through Ethical Persuasion*

	1.	2.	3.	4.	5.
176. Understand the importance and techniques of ethical persuasion and influencing change in leadership effectiveness
177. Model the change expected of others, including being able to change own mind and behaviors
178. Use specific techniques to coach others to change their minds and behaviors
179. Create a ‘movement’ for change by inspiring, empowering, and accelerating supporters across formal and informal networks
180. Proactively work with, and breakthrough, various forms of resistance to change and groups of resistors

Finding Alignment, Resonance & Coherence*

	1.	2.	3.	4.	5.
181. Understand the importance and dynamics of alignment, resonance, and coherence in leadership effectiveness
182. Surface and align different beliefs about, and motivations for, change among stakeholders
183. Hold safe and brave spaces for stakeholders to surface misalignments and misunderstandings and move toward emotional resonance and cognitive coherence
184. Identify hidden agendas, hardening positions, emotive concerns, and emerging coalitions and move stakeholders towards more alignment, resonance, and coherence
185. Harness the intelligence and wisdom of those outside the traditional decision-making hierarchy for collective intelligence, sense-making, and decision-making

Leading Collaborations & Partnerships*

	1.	2.	3.	4.	5.
186. Understand the varieties and dynamics of collaboration in leadership effectiveness
187. Forge and contract partnerships that deliver win-win-wins with explicit give and gets for each collaborator
188. Design and shape different forms of collaboration—from solo work to genuine co-creation—to generate appropriate outcomes for specific projects
189. Manage the balance between increased collaboration and creativity and increased risk and collaborative overload
190. Ensure collaborations have requisite time, space, and permission for reflection, connection, and innovation

Leading Systemic Change*

	1.	2.	3.	4.	5.
191. Understand the importance and techniques of systemic thinking in leadership effectiveness
192. Make sense of the interconnected material, financial, relational, psychological, ecological, and cultural dynamics of a system
193. Discover deep causes and hidden patterns that are driving a system to identify “sweetspots” where small changes can generate outsized results
194. Explore and envision pathways towards a preferred systemic state that leverage both interventions and innovations—explore, with humility, the intended and potentially unintended consequences of past and potential systemic interventions and innovations
195. Adjust activities to account for reactions, emergence, and feedback loops

Thinking & Leading Regeneratively*

	1.	2.	3.	4.	5.
196. Encourage and promote nature-positive, circular, and enlivening insights and ideas—decentering the human, individual, and mechanistic
197. Build reciprocal, rooted, and interdependent relationships with others, nature, and all living things
198. Align with natural cycles of expansion/growth and contraction/decay in a flowing rhythm
199. Balance ‘rational’ leadership qualities (e.g., control, ambition) with ‘relational’ leadership qualities (e.g., care, creativity)
200. Sense fragmentation and schism and sense and support what will bring more flourishing, wholeness, aliveness, and integrity to a system to leave it better

Capabilities to Develop

Note down from the list above (1-20) the 2 capabilities in this module that you would like to prioritize in your development as a leader and feel you need further support with.

Capability 2

Personal Development Plan

1. Reflect on your responses within the Transformational Leadership Audit & Diagnostic Toolkit.
2. Answer the questions on the next pages as fully as possible to formulate your own practical and focused personal development plan.
3. It can be useful to share your planned activities and deadlines with a colleague—so you can act as Accountability Partners for each other.

One capability to develop*

Looking back over the diagnostic, which one capability would you like to develop over the coming days and weeks yourself?

The change you'd like to see*

What changes would you like to see in your leadership capacity, style, or activities?

The benefits of change to yourself*

What might the benefits be of these changes to yourself?

The benefits of change for your team*

What might the benefits be of these changes to your team?

The benefits of change for your organization*

What might the benefits be of these changes to your organization?

Enabling and accelerating change*

What specific activities could you do to enable or accelerate this change? [Brainstorm at least 5].

Taking action*

Which 1 or 2 of these are you going to do? By when?

Start making the change*

What small task can you achieve by 12am (midnight) tonight that will ensure you get in action on this plan? [E.g. order a book, research a course, etc.]

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