Builders and contractors have this unique skill to take a two dimensional set of plans and build something tangible, like a house, a remodel, a school or a bridge. In order to do that effectively, we use lists.  Alot.

It turns out that lists are powerful, not just for getting your work done, but also for their ability to help build your life. Lists are shorthand for a set of goals. Lists are written intentions to get something done. That's why they're often called "To Do Lists".

Here’s what I mean… Starting out in the trades, you make lists of materials you need in order to do your work.

Then, as a manager, you make lists of things to do, both for others and yourself.

Then, as a contractor-entrepreneur, you start making lists of the key items that need to happen on all of the projects you’re responsible for. 

We make lists because we want to see certain things happen, whether it’s one specific craft, one job, or many components as part of the overall business operation.

So, just like a building project has phases, so does your life. if you realize that, you can start making strategic lists of what you want to see happen in the next phase of your life. 

I've refined my system over time. I use lists on a weekly basis for both short term tactical objectives as well as long term strategic goals.

Since construction is based on fulfilling hundreds, if not thousands, of tasks and details, all of us in this business need a method of keeping track of “what comes next.” So why not use a similar method to map out what comes next in your life? 

For me, it is my Day-Timer. 

Here's how it works... Not being a religious man, I’ve done one thing religiously every Sunday morning for the last 28 years.  I’ve “mapped my week”.  

In the beginning, I started with just writing down all the things I wanted to see happen on our projects in the upcoming week. Then it started to include longer term goals that I wanted to see implemented in our business, Giffin & Crane General Contractors, LLC. 

Eventually, I got frustrated by having both short term and long term goals on the same page. I couldn’t keep track of the long term strategic goals and, worse yet, they tended to get lost in the day-to-day busyness of being in business. I wasn't making progress on them. Then I had an Ah-Ha! moment. 

I realized that I needed two adjoining, facing pages in my Day-Timer for my weekly map of strategies and tactics. On the left hand page, I list strategic long term goals. A few are so big that I have no idea how I will accomplish them. On the right hand page, I list all the short term objectives that I want to see get done or at least significant progress on this week. 

Over the years, that weekly map became more refined and advanced.  Yet, interestingly enough, almost all the items on the strategic list have come to fruition, even those things I had no idea how to make happen when I originally wrote them down.

It turns out that, with intention, you can harness the power of the subconscious mind to keep working on long term objectives in the background while also keeping your brain alerted to new opportunities.

So, in my weekly map, the left page lists the all important strategic goals and the right page lists the immediate must-do tactical objectives.

Strategic List

The strategic goals slowly evolve over time.  

At the top of the the page are quotes that are motivational to me.  Like “Act From The Future.”

And “There are two kinds of leaders… those who make others bigger and those who make others smaller. Which one are you being?”

Just below that are my five ABCDE goals. These are the big ones, the ones that I don’t know how I’m going to get there, except perhaps the last one. I start the five ABCDE goals with these positive and powerful words. Then I fill in with a phrase behind them.
•    Attain…
•    Build…
•    Create…
•    Develop…
•    Enjoy…

These goals don’t change much. It might take years to achieve them. Yet, by re-writing them every Sunday, they remain top of mind. I also realize that when I’m mired in the details of tasks that are on the adjoining page, seeing these strategic goals remind me why I care about the day-to-day so much. In other words, they help pull me through the mundane which makes up a big part of life.  

Below the ABCDE goals, I note the 10 key components that in my opinion form The Value of Our Business each week – most of which have nothing to do with money and more to do with organizational health.  As I write them down each week, I consider if in fact the business is operating at the level in each of these categories that I’d like it to be. If not, then what do i need to do to change that situation.

1. Outgoing, Aligned and Energized Leadership
2. Key, Trusted and Effective associates
3. Organizational Health 
4. Competitive Advantages Strategically Marketed
5. Brand
6. Goodwill
7. Market Share
8. Earnings
9. Return on Operations
10. Intangible Assets:
    1. Experience + Expertise
    2. Emotional Intelligence (EQ) Expressed Through Product
    3. Wisdom + Process

Further down are the bigger themes I’d like to see in 3 future time frames: 
•    the next 18 months, 
•    the next 10 years 
•    And then the long term picture out to 2055 when I turn 100.  

Hopefully, all that happens and I get to dance at my grandchildren’s weddings!  At least get rolled around in my wheelchair. 

Lastly, I end with another motivational quote… why leaders get paid. With thanks to Edgar Papke for inspiring this thought… 
“Leaders get paid to make decisions that produce favorable outcomes,
While acknowledging others, their contributions, what is working,
And asking others what would be ideally right.”

Tactical List

Meanwhile, on the opposite page, the tactical goals, while some get carried over, are more likely to change week to week.

1.    I start with me, my health, exercise, taking care of my wife and the things that provide personal satisfaction.
2.    Family is next, my sons, their girlfriends, then my mother, brother and sister. 
3.    The business’ organizational needs come next.
4.    My personal properties’ needs are below that.
5.    Then the non-profits and peer groups that I’m involved in.
6.    Lastly, I write down the tactical items for the jobs and projects I’m responsible for in alphabetical order, which matches my Outlook.

As I had a great management team, many of the tasks I noted in the jobs and projects were just to keep tabs on.  However, tasks I need to personally invest time in are outlined. Sometimes I’ll even highlight those to make sure they stay in the forefront.

Summary

This system is what’s worked for me.  Everyone develops their own.  I do know, and it’s proven, that crossing off a task on a list as accomplished provides an endorphin rush.  

As Dennis Derham, Giffin & Crane Construction Manager likes to say, “Make a list.  What’s the first task on the list?   - ‘Make a list.’ And then you get to cross it off!”  

That's a positive feedback loop right there. So part of the weekly Mapping is crossing off those items that were accomplished and then enjoying the endorphins.

Now it’s your turn. Make a habit of outlining your strategic and tactical lists, weekly, same time, same channel. It's your time to plan and think. Build the next phase of your life in your mind. After all, you’re really good at visualizing, building and creating value for others. So, do it for yourself!