Headless Chicken’s Fault

Forgets to record feedback or neglects to record it altogether, in the mistaken belief that it really is not necessary.

Recognises the vital nature of accurate feedback if you are to know how much progress you are making and in which areas.

Makes careless errors in recording feedback when he or she does remember to record it.

Checks for errors before moving on to the next task.

Leaves gaps in records of feedback so that an incomplete picture emerges.

Ensures the records are comprehensive as well as accurate.

Cannot adapt flow rates to suit the circumstances and is always dashing around.

Adapts the flow rate to the nature of the task and the degree of urgency.

Keeps going back to worry over things already done when there is no need.

Recognises that when a task is done it is done.

Headless Chicken’s Fault

Laidback Bear’s Remedy

Ignores deadlines until it is too late to complete the work on time, and thus becomes a victim of artificial urgency or leaving things until undue haste is inevitable.

Keeps an eye on deadlines so that he or she does not become a victim of unnecessary or artificial urgency.

Does not bother to set mini-deadlines for intermediate parts of a task to give better control.

Sets mini-deadlines as appropriate to be able to see when stages within stages have to be completed.

Makes no or very little use of anticipatory scanning techniques.

Keeps looking and thinking ahead periodically, to be ready for upcoming changes in the nature of the task.

Cannot distinguish the unimportant from the important and thus every task is urgent.

Sets priorities which separate the important from the urgent from the unimportant from the routine.

No prioritisation of activities

Sets priorities and concentrates his or her efforts on the most important ones.

Does not use incubation periods to let things mull over and cannot relax; has to be on the move all the time and confuses activity for achievement.

Incubates at appropriate points in the task and makes sure that regular provision is made for relaxation and recreation.

Does not make use of imaginative and intuitive responses.

Is always on the lookout for unusual or insightful ways of doing things.

Ignores critical incidents and learning periods, and has no best times for activities.

Knows when he or she is at his or her best and times activities when possible for the most productive times.

Feels that everything has to be done now.

Recognises that you cannot do everything at once, nor can you do more than is reasonable.

Has poor timing and does not proceed through tasks smoothly and confidently.

Recognises the importance of timing and avoids interruptions to important activities where possible.

Cannot synchronise or dovetail activities.

Continuously seeks to improve and develop synchronisation and dovetailing skills.

Gets frustrated by slippage and downtime.

Recognises these are inevitable and prepares for their occurrence.

Has no reserve bank of activities.

Always has other tasks to get on with when delays are inevitable or beyond control.

Has no strategies for performance

Develops flexible performance strategies for a wide range of situations.

Lacks flexibility.

Is always prepared to change to meet changed circumstances.

Fails to analyse performance

Sets aside time periodically to review and assess performance and look for ways of improving.

Lacks a method for evaluation.

Either uses one of the methods outlined above in Part A Chapter 12 or develops one to suit.

Takes on more than can reasonably be done by one person.

Whittles out unnecessary tasks to keep the workload to a reasonable level.

Unable to say, ‘No’.

Has learned to say, ‘No’ politely but firmly.