A WILLING CHANGE COURSE
PURPOSEFUL GOALS for Managers
Based on the book:
Willing Change
by Jane Collins
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WILLING CH ANGE COURSE INSTRUCTIONS
WELCOME!
Thank you for taking a Willing Change course.
PERMISSIONS
All materials are the property of Jane Collins Publications and you may store one copy of the materials for
your personal use. No copies can be made or distributed in any form without written permission.
REQUIREMENTS
The book Willing Change is required for this course and you may purchase a copy at
www.willingchangecourses.com.
Ebook format are also available through regular outlets.
PREREQUISITE COURSES - None
ESTIMATED TIME - Ten hours
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Certificates can be purchased at www.willingchangecourses.com. Print this file and record your answers
or thoughts in the provided space. Include your name and your order # at the top of each submitted
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You can scan and email your completed version of the file evaluation pages and email it to JCP at:
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Productivity for Managers
Productivity is about accomplishing more with less effort. Simply put, to be productive, you need to set
goals that serve a purpose you have determined, an efficient plan, and to take the required action and
keep going until the goals have been completed. Of course, quite often there are many roadblocks on
the way to success of many of our goals. Some goals involve more difficult tasks for us than others,
some we feel more motivated to achieve, and sometimes we just have many other events happening at
the same time. As a manager, there are the added elements of relying on the abilities, motivation, and
willingness of your staff. A great plan is meaningless if no one sees the goal as purposeful or is willing to
take the necessary actions.
Productivity is achieved by setting goals that have purpose, creating efficient and effective action plans,
and motivating your staff and yourself to take action and keep going until the goal is accomplished.
Willing Change is about accomplishing more with less effort.
Willing Change is required reading for this series of courses. In each part you can explore your current
thinking about each topic, determine better ways, and develop new productive mindsets.
Productivity for Managers is a series of three courses provided as follows:
1. Purposeful Goals
a. Understand wants
b. Curiosity
c. Focus and Vision
d. Goals
e. Intentions and willingness
2. Planning
a. Right work
b. Priorities
c. Action plans
d. Time allocation – work
e. Time allocation – personal
3. Action
a.
b.
c.
d.
e.
Motivation – self
Motivation - staff
Procrastination strategies
Handle disruptions
Focus and Persist
Note: Each course stands alone and it is not necessary to take them in any order.
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INSTRUCTIONS AND EVALUATION FORMS
STEP 1
Read chapters 1 through 6 about the thought process and belief systems.
STEP 2
Study the change model described in chapter 7.
STEP 3
Read chapter 8 and 9 regarding mindsets for the abilities to change, solve problems, and make
decisions. Complete the exercises to rate the strength of your change mindsets beginning on pages 100
and 112 of Willing Change.
Note: Chapter 10 is supplementary material and may help you to complete the evaluation.
What do you see as your greatest certainties and doubts in your mindsets about your ability to will
changes and your abilities to solve problems and make good decisions? Record your thoughts here:
Read the following pages then continue with the evaluation forms that follow.
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PURPOSEFUL GOALS
Chapter 2 of Willing Change describes the thought process of a child learning to walk, demonstrating the
belief in our abilities that we were all born with. As we grow, we learn other beliefs, ones that hold us
back by causing us to resist the idea of our goal in some way. We sometimes believe that what we want
is wrong to have or even wrong to want. We may believe we do not deserve it for some reason or that
we should sacrifice our needs for the needs of others. Our beliefs play an important role in the amount
of effort we require to accomplish any goal we set.
Consider setting a goal to increase sales by 25% in the coming year. If sales have never been increased
that much before you may find you and your staff unable to believe it is possible, and working towards
that goal will be resisted, or perhaps no real attempt will be made. A goal that is believed to be
unattainable will be dismissed. On the other hand, there may be a belief that it is attainable, but at a
great cost. It may require more working hours, longer travel, or more calls than most staff are willing to
take on. The actual requirements are not as important as the perceived requirements. When the goal is
seen as arduous, more resistance will occur.
Productive people take time to better understand what they really want and they are always open to
new ideas of how to get more of what they want in a more efficient manner. They are able to create a
big picture and set goals to make it happen Dreamers also have these qualities but what sets
productive people apart from the rest is their intention to move forward with their goals and their
willingness to do whatever it take to reach them. Setting goals with understood purpose and benefits is
the beginning of a goal that will more likely be accomplished.
Understand Wants
Sometimes we set goals for accomplishments that we do not really want. Some goals are set to please
others such as parents, spouses, and bosses. You may actually want to have these goals as well, but if
you are doing it only to please someone else, you can expect to resist it in some way and you will need t
exert more effort in completing it than you would otherwise. Take some time now to define success for
yourself.
Define personal success using these categories:

Family

Education

Leisure and travel

Relationships

Health and fitness

Spiritual

Contribution/Community

Work

Financial
Use these categories to define success as a manager:

Financial

Staff

Position

Training

Relationships
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Now take some time to determine the reason for your desires. Do you want a promotion primarily for
financial reasons, or is it more about power or control? Whatever your true purpose, when you
understand the desire behind the goal, you may realize there are many more possible goals to
accomplish what you really want. Some goals will be easier for you than others will, so it serves you well
to understand what you really want.
Before deciding on any goals for your business, staff, or yourself, ask these questions:






What is the purpose of setting this goal?
Can this be accomplished in a different way?
Will my staff resist this goal for any reason?
What are the limits that have been set on this goal and why?
Have values changed for the company or staff?
What are the basic needs of my staff?

social, security, financial, achievement, recognition…
Curiosity
The biggest obstacle to learning is believing that you already know. Productive people are always
looking for more ideas to create something new, a better way to do what they already do, and more
alternative solutions to problems. In short, they are always curious about what they do not know, and
curious about what could be. This serves them well as a motivator to learn, change, and experiment.
Practice being curious and opening your mind in any situation, regardless of how confident you feel
about knowing all the answers. (Refer to page 88 in Willing Change for some exercises to increase openmindedness.)
Focus and Vision
Managers have work goals for their staff members and motivate them to do it. They make sure their
staff have what they need to get the job done and they monitor that work to ensure quality and
efficiency.
Leaders are responsible to create a vision of the future that others can buy into. They use imagination,
creativity, information, and ideas to determine possible directions for the business. They determine the
information source, the assumptions to make, and what ideas are accepted and rejected. A leader
constantly questions the status quo and looks for a better way. After deciding on a vision, they must
then convince staff to agree or at least go along with this vision. As a manager, you will be find at times
that you need to assume a leadership role in addition to being the manager.
What skills or characteristics do you see as essential or helpful to these roles? Consider the following:
 charismatic
 direct
 imaginative
 organized
 fair
 inspiring
 competent
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


good communicator
articulate
knowledgeable
What do you see as your strengths and weaknesses as a leader and a manager?
Goals
Goals are statements about your vision with specific outcomes. Goals require certain elements to
ensure accomplishment success:

specific – be as clear as possible and include only one goal in a goal statement

include a measurement element that tells you when it has been accomplished

reasonable - enough for you to believe you can attain the goal

includes timelines
Test your goals with the following questions:
 How will this goal help?
 Do these goals align with the company mission statement?
 Do these goals align with other company goals?
 How will we know when this goal is accomplished?
 How could I restate this goal to make it more acceptable?
 Is there another goal that could better attain the same results?
 Are we ready for the results of this goal?
 Has this goal been limited for some reason?
 Are the timelines reasonable considering the circumstances?
Intentions and Willingness
Once you have a vision and a corresponding set of goals, you need to determine if you are actually
willing to go ahead and work on accomplishing them. Many great ideas have been discarded simply
because the creator of the idea was not willing to make it happen. In order to accomplish a goal, there
must first be an intention to carry out the plan. The strength of the intention determines the willingness
to carry out the plan to completion.
Test your intentions with these questions about your vision and each goal:

How strong is my desire for this?

How far do I intend to go?

Did I limit my vision/goals?

Do I have enough information to commit to this?

What preparations are necessary before I can begin?

Am I willing to take the risks involved?

Do I have any strong doubts about this?

Is anything holding me back from beginning?
Use the Willing Change model for change in the following steps:
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STEP 4 – ESTABLISH YOUR DESIRES TO HAVE, DO, AND BE
Define success in each of the following categories by answering this question:
How does success look and feel? Examples are provided.
UNDERSTAND WANTS – e.g. keeping categorized lists of desires and feeling hopeful
CURIOSITY- e.g. asking more questions and enjoying learning
FOCUS AND VISION – e.g. begin a vision board (visual display of goals) and feel excited
GOALS e.g. – have 5 short-term goals and feeling more secure
INTENTIONS AND WILLINGNESS e.g. have a list of intentions and feeling powerful
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STEP 5 DETERMINE THE MINDSETS OF YOUR DESIRED STATE
For each of the categories create a list of five thoughts that you think would help you be successful.
Refer to the list of certainty beliefs in the next step as well as carrying out your own research.
UNDERSTAND WANTS
CURIOSITY
FOCUS AND VISION
GOALS
INTENTIONS AND WILLINGNESS
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STEP 6 – EXAMINE YOUR CURRENT MINDSETS
Examine your current beliefs by rating your agreement from 1 to 5, with 5 being the greatest
agreement, to these certainty statements:
Rate
I know what is important.
I am determined to meet my goals.
My goals are specific, meaningful, and realistic.
I know what I want.
I am open-minded.
I know where I am going and why I am going there.
I intend to do whatever it takes to complete this.
I commit fully to my goals.
I have a vision for personal success that includes all aspects of my life.
My goals are in agreement with business and personal values.
I can do this and I will complete it on my own or with help.
I seek new opportunities and experiences.
I am aware of my beliefs and values.
I have a vision for business success that is in line with my personal values.
I see the big picture.
I balance my life and work goals.
I create goals that are flexible to increase probability of achievement.
Accomplishing goals is easy for me.
I ask many questions.
I understand the basic needs behind my desires.
I know what feelings I want to create.
I use what I do not want to help define what I do want.
I only accept goals I create.
The past is gone and I intend to have a better future.
I use my vivid imagination to create.
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STEP 7
From your list of current beliefs in Step 6, choose 10 beliefs that you now doubt and you think will have
the most impact in achieving success as you defined it.
Record your 10 goal beliefs here:
1
2
3
4
5
6
7
8
9
10
STEP 8
Refer to page 75 in chapter 7 of Willing Change and create the table on a blank page. For each of the
goal beliefs, use the table to determine the beliefs you will begin to affirm. Record them here:
1
2
3
4
5
6
7
8
9
10
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