Estimated Read Time: 12 minutes
What is The 12 Week Year About?
The 12 Week Year, a book by Brian Moran and Michael Lennington, shortens annual planning into 12-week intervals.
This method encourages people to work with more focus, urgency, and discipline within each short timeframe.
By treating each 12-week period as a condensed ‘year,’ the technique challenges traditional goal-setting practices and productivity standards, advocating for quicker results through a shorter period.
The authors believe that following this strategy can help people accomplish more in a short time, which will increase productivity and achievement.
Sound interesting?
My Key Takeaways from The 12 Week Year
The 12 Week Year comprises two main parts: the first delves into the essential components of the method, while the second part explains how to implement it.
I found this division somewhat distracting, as I was eager to learn new tactics. I think that organizing the ‘what’ and ‘how’ for each component together could have improved the reading experience.
Overall, the fundamental principles defined in the book resonate with me. The 12 Week Year process aligns closely with the planning strategies I’ve developed through trial and error.
While my life philosophy differs from the authors’ emphasis on urgency and the ‘hustle culture’ mindset, there is plenty of actionable advice provided that I plan to adopt for improved results in my life.
Here are my key takeaways from The 12 Week Year:
- Yearly goals leave too much time for complacency.
- Using just twelve weeks requires greater focus.
- A long-term vision is important for informed decision making.
- Clear intention is essential to drive effective execution.
- Spend time on time management in order to stay focused.
- Accountability is ownership, not consequences.
- Measurement is key for critical tasks.
- Strategically important tasks take priority over everyday life.
My Notes from The 12 Week Year
The following sections are a transcription of my handwritten notes from my Remarkable 2. I use the zettelkasten method with Obsidian.md, so I’ve noted any connections I made while reading and a summary of keywords from each chapter.
Chapter 1: The Challenge
- authors are planning/performance coaches
- the best version of you versus the actual version of you
- how to go from current actual to perceived best
- simply take action – execution
- failure is the breakdown of execution
- “It’s not a knowledge problem; it’s an execution problem.” – pg 4
- 2 parts of book:
- understand the process
- specific tools + tips to implement
Keywords from Chapter 1
execution, just-do-something
Part 1: Things You Think You Know
Chapter 2: Redefining the Year
- “… there are always more ideas than you can effectively implement. The breakdown is not in knowing, but in applying.” – pg 9
- annual process planning
- thinking about a full year feels like there’s plenty of time to get things done.
- “lack a sense of urgency” – pg 10
- end-of-year pushes – all the sudden the deadline is looming
- year-end performance reviews
- December 31 is an arbitrary deadline
- anticipation of the new year and a fresh start
- periodization
- began as athletic training technique (4-6 weeks)
- focus
- concentration
- overloading a specific skill
- “results are a manifestation of your thinking” – pg 14
- use 12 week periods to focus, then rest and reset to start again.
- began as athletic training technique (4-6 weeks)
Keywords from Chapter 2
applying-knowledge, periodization
Chapter 3: The Emotional Connection
- “execution invariably requires taking new actions, and new actions are often uncomfortable.” – pg 19
- following through is hard when you’re not emotionally engaged
- need a compelling vision
- “vision is the starting point of all high performance. You create things twice; first mentally, then physically.” – pg 20
- personal vision then professional vision
- “move through fear, uncertainty, and discomfort.” – pg 21
- personal vision categories:
- spiritual
- relationships
- family
- income
- lifestyle
- health
- community
- need to connect your business vision to your personal vision
- risk versus reward in the brain (amygdala and prefrontal cortex)
- neuroplasticity – the parts of the brain you use get stronger
- the more you resist change, the more you get stuck
- the more you push yourself forward, the easier it gets.
- this can be as simple as just thinking about your vision.
- #more-research (look for more on neuroscience)
My Connections
Defining what you want for each of your personal vision categories is essentially defining what your ‘level 10’ would be, the precursor to rating your current state in the wheel of life and level 10 life exercises.
vision-categories, wheel-of-life, level-10-life, Hal-Elrod_The-Miracle-Morning, Ali-Abdaal_Feel-Good-Productivity
Keywords from Chapter 3
action-is-uncomfortable, taking-action, compelling-vision, clear-vision, vision, personal-vision, professional-vision, vision-categories, business-vision, risk-versus-reward, neuroplasticity
Chapter 4: Throw Out the Annual Plan
- benefits of working from a plan:
- reduces mistakes
- saves time
- provides focus
- “studies have shown that planning saves significant time and resources.” – pg 26
- #more-research (what studies?)
- why 12 weeks?
- easier to anticipate
- can be more specific/focused
- planning should strike a “balance between too much complexity and too little detail.” – pg 27
- overall goal for the 12 weeks (1-3 goals) – aligned to vision
- tactics – daily to-dos to get there
Keywords from Chapter 4
take-time-to-plan, tactics, 12-week-plan, focus, anticipate-potential-outcomes
Chapter 5: One Week at a Time
- “in the end, you have greater control over your actions than you do your results.” – pg 29
- weekly planning
Keywords from Chapter 5
weekly-planning
Chapter 6: Confronting the Truth
- scorekeeping
- motivation
- #read-more-from Frederick Herzberg
- achievement
- recognition
- “measurement builds self-esteem and confidence because it documents progress and achievement.” – pg 34
- find a way to measure your progress
- use both:
- lead indicators – measure activities that lead to results
- lag indicators – measure the results themselves
- execution measure – whether or not you did the actions
- this lets you determine if not achieving result because the plan isn’t working or you’re not doing the work.
- “more than 60% of the time the breakdown occurs in the execution process…” – pg 36
- % task completion each week (target 85%)
- don’t get discouraged and quit if you miss the target.
- productive tension leads to either passive resistance (and quitting) or motivation to do better
Keywords from Chapter 6
motivation, metrics, measure-progress, lead-indicators, lag-indicators, self-esteem, confidence, quitting, execution
Chapter 7: Intentionality
- be intentional in how you spend your time
- time-blocking “performance time” – pg 41-42
- strategic blocks – “3 hrs of uninterrupted time”
- buffer bocks – “unplanned and low-value activities”
- breakout blocks – “time scheduled away from work during normal business hours”
- as much routine as you can manage – “ideal week”
Keywords from Chapter 7
time-blocking, routines, time-management-techniques
Chapter 8: Accountability as Ownership
- accountability versus consequences
- accountability = owning your actions and results
- “everything we do in life is a choice” – pg 46
- even the ‘have-tos’
- “the only things you can control are your thinking and your actions.” – pg 47
Keywords from Chapter 8
accountability
Chapter 9: Interest versus Commitment
- making and keeping commitments is important
- with others – trust, strong relationships
- yourself – character, confidence
- commitment = “conscious choice to act in order to create a desired result.” – pg 51
- 4 keys to successful commitments – pg 51-52:
- strong desire
- keystone actions
- count the costs
- act on commitments, not feelings (discipline)
Keywords from Chapter 9
commitment, self-discipline
Chapter 10: Greatness in the Moment
- multitasking
- “…when we strive to do so much, we actually apply very little of ourselves to any individual activity.” – pg 56
- live in the now
- greatness is achieved by doing the work not winning the event
Keywords from Chapter 10
multi-tasking, focus, be-present
Chapter 11: Intentional Imbalance
- balancing time and energy across all areas of life.
- “purposeful about how and where you spend your time, energy, and effort.” – pg 62
- rate areas of life 1-10 level of satisfaction
My Connections
This exercise is essentially identical to the wheel of life/level 10 life that Hal Elrod proposes in The Miracle Morning.
Hal-Elrod, Hal-Elrod_The-Miracle-Morning, level-10-life, wheel-of-life
Keywords from Chapter 11
where-you-focus-matters
Part 2: Putting It All Together
Chapter 12: The Execution System
- eight elements of high performance:
- 5 disciplines
- vision
- planning
- process control
- measurement
- time use
- 3 principles
- Accountability
- Commitment
- “greatness in the moment”
- be prepared for the emotional turmoil that comes with change
- #read-more-from Don Kelley, Daryl Connor paper: “The Emotional Cycle of Change”
- 5 stages:
- uninformed optimism
- informed pessimism
- valley of despair
- informed optimism
- success and fulfillment
- wholistic system – don’t just pick and choose pieces.
- 5 disciplines
Keywords from Chapter 12
vision, planning, process-control, measurement, time-management, accountability, commitment, greatness-in-the-moment, emotional-cycle-of-change, emotional-friction
Chapter 13: Establish Your Vision
- “best visions are big ones” – pg 79
- train your thought process – pg 81
- impossible – what if?
- possible – how?
- probably – act
- given
- 3 time horizons
- long-term aspirations (5, 10, 15 years)
- mid-term goals (3 yrs) – as detailed/specific as possible
- 12 weeks
- #my-thoughts: It’s a big jump from 3 years to 12 weeks, but they kind of forced themselves into a corner by tearing down annual planning at the beginning.
My Connections
Long-term aspirations should be DUMB goals.
DUMB-goals, Brendon-Burchard_How-NOT-to-Set-Goals
- mindset (vision is driving force)
- vision at work (professional application)
- tying personal vision of team members to business goals drives ownership
- create vision for team as a group that defines a common destination
- common pitfalls
- don’t take it seriously
- not meaningful enough
- too small
- doesn’t connect to your daily actions
- success tips
- share it
- revisit it daily
- review progress daily
Keywords from Chapter 13
train-your-thoughts, aspirations, mid-term-goals, 12-week-plan, mindset
Chapter 14: Develop Your 12 Week Plan
- action bias – preference to take action over thinking/planning
- “I already know what I need to do, do I don’t need a plan to get it done.” – pg 90
- knowing and doing are different things and, without a plan, the doing often doesn’t happen.
- with a plan, you know which actions each day will create progress.
- “plan should have a goal to drive results in the current 12 weeks” – pg 94
- “may also target building future capacity” – pg 94
- need to have a balance of both in each cycle
- specific and measurable goals
My Connections
There are many methods of goal setting that can be used to write specific and measurable goals.
goal-setting-techniques, goal-setting
- 5 criteria for better goals:
- specific and measurable
- positive spin
- realistic
- assigned accountability
- time-bound
- also good for goals to:
- start with a verb
- be a complete sentence
- executable in the week due
- realistic but challenging
- 12 week plan
- few (1-2) goals
- don’t overanalyze
- plan should “solve the problem of how to close the gap between your results today and your 12 week goal.” – pg 98
- for each goal, list out actions and assign due week
- consider potential challenges and risks
- common breakdowns
- lack of faith in follow-through
- idea that planning takes too long
- team application
- joint goals and plans
- one individual accountable for each tactic, even if lots of people will participate in the execution
- common pitfalls
- not aligned with vision
- lack of focus/too many goals
- too many tactics
- making it too complicated
- not meaningful
Keywords from Chapter 14
action-bias, goal-setting-techniques, positive-and-realistic-outlook, small-steps
Chapter 15: Installing Process Control
- tools and events to help you work your vision.
- weekly plan – derived from 12 week plan
- tactics that are assigned to that specific work
- social support – regular opportunities to discuss progress, struggles, challenges
- 2-4 peers to meet weekly – “weekly accountability meeting (WAM)”
- confront breakdowns
- recognize progress
- create focus
- encourage action
- weekly routine – pg 111
- score week
- plan week
- attend WAM
- common pitfalls
- don’t plan each week
- including all tasks, not just strategic ones
- #my-thoughts: Not accounting for non-strategic tasks/events in your weekly plan will lead to problems down the road when you haven’t kept the wheels on your life. There is a need to find a balance between strategic progress and maintenance.
- assume each week is the same
- keep adding new tactics
- don’t use it in the moment
- don’t make it part of routine
Keywords from Chapter 15
weekly-planning, accountability-buddy, weekly-routine
Chapter 16: Keeping Score
- lead indicators and lag indicators (see Chapter 6)
- set both for each goal
- track progress weekly
- 85% completion generally leads to success with goal
- thinking shift
- embrace measurement
- focus on actions (lead indicators) more than results (lag)
- teams – use weekly score to determine when someone might need help
- common pitfalls
- measurement is complicated/unimportant
- don’t schedule time for it
- low scores make you quit
- success tips
- social support
- commit
- low score could still be improvement
- confront reality
Keywords from Chapter 16
lead-indicators, lag-indicators, track-progress
Chapter 17: Take Back Control of Your Day
- effective use of time
- avoidance, procrastination
- “to be great you will need to live with intention” – pg 131
- strengths and weaknesses
- most people focus on developing weaknesses
- “focused and concentrated application of your strengths will produce your greatest achievements” – pg 131
- “unique capability” – one or two things you do best and enjoy doing
- intentionally align time and activities with your strengths and unique capabilities
- strategic activities – important but not necessarily urgent
- should be key focus
- manage interruptions and low pay-off activities
- time-blocking (“performance time” see Chapter 7)
- strategic blocks – 3 hrs focus time on strategy
- buffer blocks – 30-60 minutes, 1-2x/day – admin, low-lwvwl
- breakout blocks – 3 hrs time away
- blocks for other important activities
- model work week
- design your ideal, most productive week
- work to adjust your current schedule to match
- design steps
- Block planning time
- Add strategic block
- Schedule buffer blocks
- Add breakout block
- Schedule everything else
- agenda for strategic block
- reconnect with vision
- 12 week review (look at metrics)
- assess performance breakdowns
- work on plan tactics
- thinking shift – prioritizing the most important activities (strategic work)
- common pitfalls
- continue with business as usual
- don’t focus
- get distracted
- being busy != being productive
- success tips
- use written weekly plan
- put model week in calendar
Keywords from Chapter 17
time-management, time-blocking, strategic-activities, procrastination, prioritization, task-prioritization
Chapter 18: Taking Ownership
- “a victim allows his success to be limited by external circumstances, people, or events” – pg 143
- “accountability is not concerned with fault, but rather what it takes to create better results” – pg 144
- “failures simply become feedback in the ongoing process of becoming excellent” – pg 144
- “you can make all the excuses you want, the world doesn’t care.” – pg 146
- common pitfalls
- treat accountability as consequences
- look outside yourself for action
- success tips
- acknowledge reality
- focus on what you can control (you)
Keywords from Chapter 18
mindset, take-ownership, accountability
Chapter 19: 12 Week Commitments
- “a commitment is a conscious decision to take a specific action to create a desired result.” – pg 155
- personal commitments – to yourself
- e.g. New Year’s resolutions
- “iceberg of intentions”
- conscious intentions often conflict with subconscious intentions
- 2 ways to succeed
- conscious intentions stronger
- reconcile the conflict (do it anyway)
My Connections
The ‘iceburg of intentions’ reminds me of Andrew Huberman’s interview with David Goggins. Goggins hates running but does it anyway. He actively and continuously pushes against his instincts to live to his values.
David-Goggins, Andrew-Huberman, personality-versus-character
- when considering tactics, evaluate the costs (actively), then select the actions for which you are willing to absorb the costs
- commitments to others
- explicit versus implicit promises
- “people would rather you say no than break a promise” – pg 164
- common pitfalls
- give up after missing commitment
- ignore missed commitments
- promise without intent to keep
- success tips
- don’t overcommit
- share commitments with someone you trust
- seek social support
Keywords from Chapter 19
commitment, conscious-intentions-versus-subconscious-intentions, consider-the-cost-and-choose
Chapter 20: Your First 12 Weeks
- things to be aware of:
- you will feel resistance at some point
- books about resistance:
- #read-more-from Switch (Heath)
- #read-more-from Power of Habit (Duhigg)
- #read-more-from Feel the Fear and Do It Anyway (Jeffers)
- need for immediate gratification
- too many goals is discouraging unless you truly believe you can manage them all
- limit initial time investment
- set progress milestone that can be achieved quickly
- falling back to old habits
- giving away power
- think about 12 week plan in 3 four-week periods
- weeks 1-4: focus on foundational practices
- plan
- score
- WAM
- time-blocking
- track metrics
- weekly routine
- weeks 5-8: keep going, correct as needed
- weeks 9-12: finish strong, evaluate what worked and what didn’t
- week 13: celebrate and review
- weeks 1-4: focus on foundational practices
Keywords from Chapter 20
resistance, immediate-gratification
Chapter 21: Final Thoughts and the 13th Week
- Review your results and set up your new plan
- 12 week year community
Keywords from Chapter 21
rinse-and-repeat, keep-going
Go Beyond the Book Notes for The 12 Week Year
While these notes share the ideas that were important to me in this book, there’s no replacement for taking it in yourself. Consider reading (or listening) on your own to find what fascinates YOU!
Where to Go for More from Brian Moran and Michael Lennington
To learn more about The 12 Week Year and integrate it into your life, you can visit the official website (https://12weekyear.com/). On the site, Brian Moran and Michael Lennington offer additional resources that complement the book’s teachings, including:
- workshops,
- coaching, and
- online courses.
To stay updated on the latest strategies for success in each 12-week cycle, consider following them on social media and subscribing to their newsletter. This ongoing support and inspiration can keep you in tune with their valuable insights.
What to Read Next if You Like The 12 Week Year
If The 12 Week Year has sparked your interest to explore further into productivity, here are a few recommendations to continue your journey:
- Deep Work by Cal Newport
- Atomic Habits by James Clear
- Essentialism by Greg McKeown
Each of these books complements the principles outlined in The 12 Week Year, providing different perspectives and methodologies to enhance your growth.
Wrapping Up: My Final Thoughts on The 12 Week Year by Brian Moran & Michael Lennington
The 12 Week Year by Brian Moran and Michael Lennington isn’t just another “how to” book on time management. It’s a comprehensive guide to gaining process control over your life. It can transform how you tackle the important stuff and achieve goals that matter.
The authors, leading experts in productivity and execution, walk us through not only the ‘what’ but the ‘how,’ with practical steps to avoid common pitfalls and leverage strengths.
Their philosophy encourages us to pivot from the annualized thinking that often leaves us scrambling at year’s end to a more focused, quarterly system that keeps motivation high and execution sharp.
This book is a must-read if you are looking to make significant strides in personal or professional development, illustrating that with the right tools and mindset, achieving your most ambitious goals is well within reach.
