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Managing Strengths and not Standards

April 27, 2011 by Rosa Say

I hate job descriptions. What we need instead, are strength descriptions.

Here’s what I mean, using my own story as an example.

One way I’ll surprise people, is with my honest self-assessment in regard to customer service; I’m strong as a customer service trainer, particularly in Ho‘okipa (the value of generous hospitality), but I’m not skilled in serving customers myself. I can teach those skills, and even coach people in using them, far, far better than I can do them myself. Yet I was able to forge a very successful career in the ‘Hawai‘i hospitality business’ where the expectation is that “first and foremost: we serve customers.”

That’s not to say I have a different philosophy personally, or that I’m being hypocritical or duplicitous in any other way. I knew the actual delivery of good customer service was a personal weakness for me, so I compensated for that, by working in other areas of service where my strengths were actively in play.

Translucent Strength

My strengths were in working with employees, peers, and other managers, and not in serving customers. The personal service I excel with as Mea Ho‘okipa, a customer service provider, is given to others in contextual relationships specific to co-working — to internal customers rather than external ones. I will never, ever be a sales person, unless I’m ‘selling’ someone on the fit of a good job for them within my Ho‘ohana coaching.

My story is not an unusual one. In his book, Go Put Your Strengths to Work, Marcus Buckingham tells us about Christine, a trainer in southern California:

“Like each of us, Christine has a number of distinct strengths. One of them is that she is invigorated by training trainers to be better. She loves nearly every aspect of the teaching process. She loves seeing the satisfaction a trainer feels when his students excel and the growth in his own confidence as he becomes more comfortable with his material. She has a third eye for fine distinctions, for the subtleties in how a trainer presents information and why those nuances make a big difference in turning students’ confusion into understanding.”

“Interestingly, she’s not particularly adept at doing what she’s training her trainers to do. Sit her down in a room with five senior trainers who want to dive into the details of program design, and she excels. But increase those numbers to twenty-five, turn the trainers into students, and tell Christine to hold their attention for a full day’s training, and she’s mediocre.”

“She’s not invariably a great teacher, yet she’s a great teacher of teachers. It may seem a bit strange, but most of us, when you look closely, have a combination of strengths and weaknesses that is not entirely predictable.”

“Strange or not, the challenge for Christine and her manager, is to figure out how to exploit this great strength for the benefit of the company. They have a lot to talk about.”

Those are the kinds of conversations we don’t have often enough in the workplace. One problem is the on-going challenge of making time for them — it’s the problem we try to solve in part, with the Daily Five Minutes, converting found opportunities into more productive ones.

However there’s a deeper problem in play; and that’s the expectation of managers. It’s an expectation which puts blinders on us. We’ll often expect employees to conform to standardized expectations (i.e. Job Descriptions) instead of personalized ones — the Ho‘ohana work which suits their spirit, innate talents, and strengths.

The expectation of conformity is as foolish as watering a seed and expecting it to bloom into an animal or piece of machinery.

Red Stems

We fail to have conversations about what people are strong at, and about the proficiencies they’ll truly shine at when we figure out how to stage them, because we spend way too much time talking about OUR standards for their performance instead. We work at fitting employees into our molds for them, and into our preconceived views of what the world of work should look like — even when we’ve begun to realize how dysfunctional that picture has become.

I was far happier, and far more productive for my employer, when my manager didn’t force me into the customer service roles I wasn’t suited for, whether to pay my dues, prove to the rest of the team that I could do it, or some other misguided reason. It wasn’t that I didn’t like customers, or felt that the work was below me. I wasn’t intimidated by it, and didn’t need to learn more. It just didn’t motivate me or reward me as much as other work did. I could go through the motions, choosing the all the right motions, but calling upon deeper passions with them was like trying to squeeze water from a sponge that is completely dry.

Customers could tell too. They never had a complaint about my customer service, but I didn’t routinely knock their socks off with it either. Not good enough for them, and not good enough for me.

However here is where I was extremely lucky: My bosses were not stubborn and unreasonable. When I showed them what I could do, doing it better, and in a way that filled another need of the business, they turned me loose and let me go for it.

And this is an important point: They did not have to create a new gig for me. All they had to do was not hold me back, and support me in figuring it out for myself, so I could find my own answers.

Peeling Petals

So, Mr. and Ms. Manager, what are the expectations you honestly have of your own staff? How can you honor their strengths, and share your savvy with workplace design by compensating for their weaknesses in smarter, and more respectful ways?

Here’s more from the story in Buckingham’s book: As he explains, Christine actually IS director of program development at a training company. Her job is to design the training programs, and then, once they have been sold to a company, to deliver them:

“They have a lot to talk about. Together, Christine and her manager have to figure out how to design a train-the-trainer product based on her strengths, how to market it, price it, and select a specific group of clients on which to focus it. They have to decide what kinds of materials are necessary and whether Christine is the right person to create them. They have to decide the optimal number of trainees Christine is capable of working with and how frequently she should check back in with them to assess their competence.”

“These are the kind of details that will determine just how productive Christine’s strengths are at work. Given how critical her performance is to the entire company, she and her manager should be talking about them all the time.”

You have heard my story, and Christine’s. Now think of someone you are managing. What are the strengths they bring to the job, and what are the specific details your conversations can address? What are their needs, in having you coach and support them?

Do this assessment for each and every one of the direct reports you have, and do it consistently. Don’t you dare give them a performance appraisal on the wrong expectations.

These are not difficult questions. Managers know the answers in the context of their workplace. The bigger question is if they are focused on them, and on the right expectations to begin with.

~ Some Archive Aloha which might help ~
But please; do answer the question before you move on to more reading.
Make this coaching relevant to you!

  • A D5M Listening Goal: Identify Partner Gifts
  • “I feel strong when I talk to you.”
  • TED Talk: Barry Schwartz on our Loss of Wisdom
  • Along with your talent, bring me Fresh You
  • Beautiful Confidence

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Feeling Good Isn’t the Same as Feeling Strong

February 23, 2010 by Rosa Say for Say “Alaka‘i”

I’m working with a management team taking pause this first quarter of their year to inventory their strengths. They wish to mix things up a bit, opening their thinking with cross-functional teams assigned to specific projects in March and April, and they hired me to help them approach their re-teaming in a way which will better leverage the strengths each person is anticipated to bring to each project team.

Smart strategy. They feel confident in their workforce, and they’re sure there are strengths they’ve not tapped into yet: They are determined that 2010 will be the year everyone’s strengths are encouraged to come out and play.

Fun stuff too, very encouraging for those involved, and we’ve celebrated some true aha! moments just one session into it.

There was one insight in particular that I’ve seen come up before with other groups, a very helpful awareness to have, when you feel you have begun to close in on identifying your own strengths:

Feeling good isn’t necessarily the same as feeling strong
—and your strengths do make you feel strong.

Let’s think about that specifically in regard to leadership today, and keeping our Alaka‘i leading-as-verb definition in mind: When managers lead, they create workplace energy. Energy is our most importance resource in moving work performance forward in a positive, and productive way —more than time, more than finances, for when we have positive energy, we optimize our time and financial resources; having them is just the beginning.

Leadership is riddled with “should-ing” expectations: Everyone has some kind of an opinion about what leaders should do and should not do. Even if we only consider the positive expectations, and what others want from leaders, we can separate those wants into two classifications:

  1. There’s acceptable behavior according to social norms (e.g. decorum, civility, ethics, community responsibility), and
  2. There’s accomplished behavior, where leadership ventures above and beyond, and enters that stratum of success, volunteerism, social entrepreneurship and giving to mankind.

One you admire —it’s good. However the other inspires you —as the strength it truly is.

Acceptable behavior delivers maintenance-level energy to a work culture, whereas accomplished behavior delivers the higher-level energy which makes that work culture vibrant and dynamic: Within a workplace, it is the high energy of accomplished behavior which delivers true performance excitement and growth. People stop thinking work and begin thinking legacy.

So let’s bring this back to you, as an Alaka‘i manager giving your 30% to leadership intentions. Here is the aha! awareness to have, if you are to leverage your strengths too:

  • You may feel good as a leader (you may feel very good) because you are living up to other’s expectations of you, expectations you do share with them, and have agreed to make good on. You demonstrate acceptable behavior, and you may even have nailed maintaining it at a constant level, both for you and the organization you lead. You are reliable in that way, you are trusted, and you are admired.
  • You will feel strong as a leader when you’ve entered the realm of accomplished behavior. You are living up to YOUR expectations of you, AND you are consistently working within those activities which capitalize on your strengths. You feel great because you feel the accomplishment delivered by your strengths, and you are now eager to explore the further depths of your full capacity [More on Palena ‘ole in the footnote.] You are more than admired; you are inspiring.

Accomplished behavior does a LOT for your Aloha Spirit as well. Aloha comes from within you; it helps you live from the inside out, fortifying your personal energies. And what is inspiration? A noun which means “in spirit.”

“There are four telltale signs of a strength. The acronym SIGN is a good way to organize and remember them: S is for Success, I is for Instinct, G is for Growth, and N is for Needs.

Putting these four signs together, the simplest and most useful definition of a strength is this: your strengths are those activities which make you feel strong” In the language of SIGN, you need to be acutely aware of your Instinct, your Growth, and your Needs, because they drive your success.”

—Marcus Buckingham, Go Put Your Strengths to Work; 6 Powerful Steps to Achieve Outstanding Performance

I highly recommend Buckingham’s book if you cannot hire a coach to help you identify your strengths, and match them up to your Ho‘ohana strategies. But don’t just read it: Study it and personally apply it. Work on you as your best project this year.

For now however, read his quote again: The success, instinct, growth, and needs of which he speaks is all about YOU, and leveraging your strengths for the accomplished behavior which requires you work harder, and KÅ«lia i ka nu‘u, strive for the summit.

Is that the leading you apply yourself to?

A last word (well, for today :) This is good news and should not intimidate you, for it’s all about you! It is also a daily journey you will enjoy, and be fulfilled by. Connect this article to these other discussions we have had here:

  1. What Your Big Ideas Do Best: “Our big ideas don’t have to change the world. They just have to move it along.”
  2. Small Wins Create Big Domino Effects: A “Small Win” is not small as in insignificant. It is small as in, you cannot fail unless you completely go lazy on me or get stuck in procrastination.
  3. Who leads? You do. In the Sweet Spot: The trouble with “all or nothing” is that it is often too intimidating to choose all, making it much too easy to choose nothing.

Photo Credit: Day 232 Participant by lintmachine on Flickr.

Footnote: We have themed our February somewhat, starting with this posting: February’s Strengthening. We know it as Love. However strengths-management is a constant discussion here on Talking Story, for it is one of the 9 Keys of the Managing with Aloha philosophy in shaping workplace culture:

7. Strengths Management:

Keys 1 through 6 have put a great foundation in place for your business to thrive within: Together they have created the best possible launching pad for your organizational culture. Now we turn to bigger investments made in each employee, business partner, and stakeholder involved, so you can truly say, “Our people are our biggest asset” —and mean it. Cooperation, connectivity and collaboration evolve to optimization and co-creation.

From December, 2009: Find Your Strongest Life. Yes, You. A book review on a follow-up book that Marcus Buckingham had written for women.

This discussion today also pertains to Key 9:

9. Palena ‘ole (Unlimited Capacity):

This is your exponential growth stage, and about seeing your bigger and better leadership dreams come to fruition. Think “Legacy.” Create abundance by honoring capacity; physical, intellectual, emotional, and spiritual. Seek inclusive, full engagement and optimal productivity, and scarcity will be banished.

What will be the result you achieve when you work to manage with Aloha? New learning, increased energy, passionate commitment to vision, and dramatic shifts in personal engagement. Said another way, you will grow as you learn the Ho‘ohana of self-management and self-leadership as you make extremely valuable contributions to whatever organization you are presently involved with.

Find Your Strongest Life. Yes, You.

December 29, 2009 by Rosa Say for Say “Alaka‘i”

This is an “Almost Book Review” of Find your Strongest Life, What the Happiest and Most Successful Women Do Differently by Marcus Buckingham.

I’ve read it cover to cover, but I’m not finished with it enough to completely review it, and that’s the point of this post. Explanation coming up.

Product Details: (*Affiliate Link)
Amazon Sales Rank: #13013 in Books
Published on: 2009-09-29
Original language: English
Binding: Hardcover,  288 pages

Whether you are male or female, let’s talk story about the core premise of this book for a moment, okay? You can find your strongest life, and 2010 may be your golden opportunity.

Why should you bother? Let’s go straight for the Managing with Aloha connection (I like thinking that’s why you’re here, reading anything of what I have to say):

Key 7. Strengths Management:
Keys 1 through 6 have put a great foundation in place for your business to thrive within: Together they have created the best possible launching pad for your organizational culture. Now we turn to bigger investments made in each employee, business partner, and stakeholder involved, so you can truly say, “Our people are our biggest asset” —and mean it. Cooperation, connectivity and collaboration evolve to optimization and co-creation.
— From The 9 Key Concepts of Managing with Aloha

As trumpeted on his book jacket, “Marcus Buckingham is the go-to consultant for people and organizations wanting to leverage their strengths” and in the process, make their weaknesses irrelevant. He continues to write books that are very useful to his readers IF, —and this is a big ‘if’ —you’ll go the distance with taking his advice and make his book a study, not just a passing read. You must be willing, and disciplined enough, to become your own work in progress (something you can do privately, don’t worry) while diligently following his coaching-in-a-book.

Unfortunately, many of us don’t do that. We finish a book, and the moment we reach the last word on the final page we feel just that – it’s finished. And so are we; we’re finished with it.

Sorry, not good enough.

Do savor your reading accomplishment and keep reaching for another book, and then another: Alaka‘i managers are readers for several reasons. However if you can’t break from that finished-without-study habit, it’s a bit hard to get from liking to loving this book (or any other non-fiction book for that matter, MWA is no different). You know what habits will do to you.

Buckingham seems fully aware of this challenge he has with us readers. Before you make it past page xiii (i.e. even before the Introduction) you can’t help but burn with a desire to prove his research wrong (valid data is part of his thing), and defy the sad statistics he shares about us women. I got good and mad. For example,

Ten Myths About the Lives of Women

Myth 1. As a result of having better education, better jobs, and better pay, women today are happier and more fulfilled than they were forty years ago.
Actually, the opposite is true. Surveys of more than 1.3 million men and women reveal that women today are less happy relative to where they were forty years ago, and relative to men.

Myth 2. Women become more engaged and fulfilled as they get older.
No, men do. According to a forty-year study of forty-six thousand men and women, women begin their lives more satisfied than men and then gradually become less satisfied with every aspect of their lives— marriage, finances, things they own, even family.

Ouch.
Hopefully, you male managers don’t want these truths to be self-evident in the women within your workplace either.

I suspect I liked Find your Strongest Life to the degree I did, recommending it to a few people before I was halfway through it, because it was so much in alignment with Buckingham’s previous work, and it was sequential. It reinforced my prior strengths management studies with him. I’ve been a big Marcus Buckingham fan, have seen him speak and have met him, and I have read everything he has written. I study his books near obsessively, comforted by his research methods and trusting them, and I have enjoyed being witness to how his own studies and body of work has evolved. Therefore, it is highly likely that I expect more from him because I crave more, wanting to see what he will talk about next.

I felt Find Your Strongest Life was filled with good stuff, and I relished what it contained, but I was left wanting more without being quite sure of what I still wanted —thus I continue to study it, and be my own work in progress. I’ve now read it through it completely once, and listened to it on audio, and my annotation/ journaling process comes next with a slower, second reading, syncing my progress with my Strong Week Plan and my Weekly Review. When that’s done, I will follow-up with a more in-depth review (as I do feel the book deserves).

Meanwhile, I want you to start reading it too. Then we can talk more about it together.

Still here guys? Hope so!

I decided to talk about this now, because I know many of you are doing your strategic planning for the coming year, and MWA Key 7, strengths management, is a GREAT goal for Alaka‘i managers to work on. Do it for you, and then do it for your team, being their empathetic coach. Enroll in Buckingham’s mission, for this is what all managers need to do!

“My mission is to help each person identify her strengths,
take them seriously, and offer them to the world.”
— Marcus Buckingham

If each Alaka‘i manager were to think of his or her view of “the world” as their workplace, we’d make a significant difference for so many people. DO commit to working on your strengths in 2010.

First time through, Find Your Strongest Life is a quick read: My recommendation to others, would be to plan on reading Go Put Your Strengths to Work, 6 Powerful Steps to Achieve Outstanding Performance as a companion to Find Your Strongest Life if you are interested in it (women) or instead of it (men).

Product Details: (*Affiliate Link)
Amazon Sales Rank: #3001 in Books
Published on: 2007-03-06
Original language: English
Binding: Hardcover, 270 pages

If you want to develop a new study habit with non-fiction books, and you want to simultaneously work on your strengths as you do so, I have yet to find a self-coaching book better than Go Put Your Strengths to Work, 6 Powerful Steps to Achieve Outstanding Performance. My copy of it is tabbed for on-going management training just as completely as my own Managing with Aloha:

Marcus and Me

School was never this much fun. (Sad, really.) Or this important:

  • Business models will change in 2010: They must.
  • Thus, you will be working on new work models too: You must if your organizational culture is to be its healthiest.
  • Jobs will change: We are already being consumed by thoughts of new job creation, newly understanding how necessary they are to us as a healthy society.

So why not do your 2010 redesign in alignment with your own strengths? It’s a golden opportunity!

Strengths work, wherein you get better attuned to your own talents (and activities which energize you) is the easiest and best way to attain (or discover) your Ho‘ohana, especially if you are one who feels that “working on your passion” is too woo-woo and not pragmatic enough for you. In the process, you also get better attunded to your non-talents, and those activities which drain you: Strip them out of your business models forever, and have January 2010 be when you start.

*Footnote: About my affiliate links
Any income made from our aStore on Amazon.com is used to fund our literacy campaign within Ho‘ohana Publishing, a Teaching with Aloha initiative. We purchase books and donate them to schools and workplace training programs committed to teaching within Aloha value-alignment.

Learn a 5-Step Weekly Review, and Make it your Habit

August 6, 2009 by Rosa Say

Preface:
Learn a 5-Step Weekly Review has been newly updated for Talking Story as we enthusiastically greet our 6th year. We have consistently found that the Weekly Review is a must-include within the arsenal of good habits which serve to fortify our Ho‘ohana [MWA Key 2] no matter how we might individually define it.

The original version of this article was published on Joyful Jubilant Learning in October of 2007, and that version was a revision of another originally written for Talking Story two years earlier. How’s that for a time-tested yet still-current habit?

Take it from me: Your calendar is your best friend

We have spoken of our Strong Week Planning recently, and that got me wondering: How has your Weekly Review helped you lately?

I don’t know about you, but without my calendar there is very little I would remember. Surely calendars are the single best organizational tool EVER conceived of. If there were no such thing I would have had to invent some semblance of one myself by now, or I would appear to be a complete mess. I would be a mess (and not this embraceable one).

Perhaps JJLer Robyn McMaster of Brain-Based Biz can explain this to us: With all due respect to my brain, it is a great servant but poor master. Like some turbo-charged vacuum-servant it obediently and dutifully collects all I place before it to handle for me, whether logical or completely random, but it doesn’t necessarily retrieve my stored up tidbits and gems at that precise moment I may need to recall them again, and put them to best use.

Productivity guru David Allen of GTD fame talks about this with some great examples, and I’m sure you have your own; think of the last time you got back from the grocery store and had done the shopping cart stroll without a list, only to remember what you needed at the exact moment you’d returned home and had just parked your car. Then, as you deposit your shopping bags in the kitchen, your spouse or roommate says to you, “You went to the grocery store today? I thought we were going to take a drive to that great Farmer’s Market just outside of town this coming weekend.”

Thus, I worship my calendar, and with the easy-to-program recurring features now offered, digital and electronic is the way to go. My 5-Step Weekly Review is part of my Strong Week Plan [MWA Key 7] and it goes like this:

5-Step Weekly Review

Open your Calendar, and …

1. Audit last week. Make appointments with yourself in the coming weeks for whatever you didn’t complete that is important to you. Seek to complete your pending stuff sooner versus later ”“ stay in flow, and don’t procrastinate.

2. Preview the coming week. Clean up any fast entries you had penciled in, and others you may need to update. Be sure you have allotted sufficient time to debrief and finish things so they don’t end up on your pending list with Step 1 next week!

3. Check your to-do lists and project lists (whatever system you have for keeping them), and determine what you can check off in the coming week. Program action steps into your calendar by making realistic appointments with yourself.

4. Reality-check your goals and grab time blocks to work them into your calendar too. Baby steps add up to big leaps ” you are making room for those BHAGs (Big Hairy Audacious Goals)! However don’t go overboard; leave white space on your calendar because stuff happens ” life happens.

5. Team up with others. With the planning of the week to come now steeped into your subconscious mind, think of those you can enroll in your goals, putting the power of we into play. I once heard someone say, “life is not a solo proposition” and I’ve discovered there is much wisdom in harnessing that belief. Thus my Weekly Review ends on Monday: I contact those I have thought about collaborating with, hoping to secure their agreement to work with me —and their ideas!

What to expect

The Weekly Review is a great habit that creates more great habits.

For instance, when we studied the strengths revolution within a Learn to Lead with Your Strengths learning project on Joyful Jubilant Learning, Marcus Buckingham’s Strong Week Plan became one of my ‘current projects’ included in Step 3 above. His coaching for keeping my strengths and weakness statements readily accessible for further strategic work has now become part of that step for me.

SIDEBAR:
If you are interested in this integration, I highly recommend Buckingham’s book Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance containing a self-paced coaching program that I have consistently found to be very achievable and effective for many of the managers I have since recommended it to.

People who are diligent with their Weekly Review get things done, and they help others stay on track too. You will begin to see that those people you initially sought out to work with you are now returning the favor. They introduce you to exciting new projects they have become involved with because they greatly value your partnership, and your track record with getting results in a well-planned, strategic fashion.

Something to think about:

Where does your planning impact the action steps of others?

GTD author David Allen says Friday afternoon is the best time for many of the executives he coaches to complete their Weekly Review, because they will then help everyone else they impact: As they delegate, they create a chain reaction for the Weekly Review of everyone else in their company.

As an executive coach I will encourage a big-picture view as well, and I will model it, understanding that my own Weekly Review conversations each Monday can proactively impact my clients before the following Friday if my coaching is to be best for them.

Connections:

Two days ago, I brought Paul Graham’s “Maker’s Schedule, Manager’s Schedule” into our Leadership Tuesday focus as a very important consideration with the teaming-up you do with others:   My encouragement to you was titled “Leading encourages Making. Embrace the Mess” and the question it posed was about the alignment between work schedule, and work flow. Please set aside some time to read of those connections if you have not done so already.

These days my calendar is getting the super deluxe project treatment within the Weekly Review I do, for I’ve become a Google Calendar web-based convert and I am experimenting with some of their new Lab features. At other times I will take the time to a Monthly Review which includes time audit habits I have picked up from HCer Dwayne Melancon. If I have highlighters in hand you can bet I have the 30-70 Leading-Managing Rule in mind (yep, I do it too!)

2010 Update on the 30-70 L/M Rule:
Reduce your Leadership to a Part-time Gig in 2010

Bonus Tip!

My Most Important Tip for you is probably this one: Set a time frame for your Weekly Review, and stick to it.

If you turn this into an epic production each week, you aren’t going to do it ”“ especially if you are carving out some time on the weekend. I do my Weekly Review on Saturday mornings while my family is asleep, and within two hours max with my coffee: I’m the only one who is a morning person and early riser, and so it is quiet time I am not taking away from them though I prefer doing this at home.

So let’s go back to the question I started with:

How has your Weekly Review helped you lately?

Guess what popped up on mine? A calendar trace I had noted about wanting to revise this article, for it is that important.

You’ve got to honor your calendar, and you’ve got to love the magic of your Weekly Review. I sure do.

Bonus Tip 2: For more thoughts on GTD, Dwayne Melancon of our JJL Advisory Board has a good index of his writing about it on his blog Genuine Curiosity. As I mentioned above, Dwayne also has great audit habits.

Bonus Tip 3: In updating this posting for Talking Story I could not bring over some of the terrific comments it stirred up over on Joyful Jubilant Learning, and if you have a bit more time you might want to click over there to read them. Robyn McMaster had this to say in responding to my not-so-subtle shout out for her expertise:

“Hi Rosa, yes, indeed a calendar is a great way to outsource your brain, so to speak. You have a central place to keep life organized. It’s how leaders create success. A recent Yale research study over a 10 year period shows that people who keep targets daily make ten times more money than other do. Now that’s really something to buzz in your brain!”

Photo Credits: These fabulous 2009 calendar images were done by Jan Muder and published on Flickr. You can see his entire photo set here. Admittedly you will need a much more functional calendar for what I suggest with the Weekly Review, but I could not resist sharing these beauties with you.

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