The Checkbook and the Calendar

Several years ago, during the dot com boom, I worked for an internet startup company. During the company’s prime there was a desire to have the Account Managers understand what it takes to be a good Project Manager (PM). There was lots of talk about doing training to develop these PM skills.

Despite the talk, there was never the time or the budget to get the Account Managers trained.

After one particularly disastrous software implementation, the Account Manager admitted that he made promises about dates that were completely unrealistic, but he was hopeful the team would be able to “pick up the slack.” Even after this situation, there continued to be lots of talk, but very little action. Sadly, this startup company didn’t actually start-up (are you surprised?) Today, I affectionately refer to it as “goingdownthetubes.com.”

Is It Really Important?

This scenario is not reserved for young, startup companies; nor is it reserved for inexperienced staff. It highlights what happens in the most elite of organizations and in your personal life on a daily basis.

It highlights the foolishness of hoping for one outcome while demonstrating behaviors that do little to ensure it will happen.

The result is frustration, counter productivity, and unintended consequences. And it is something that we can all relate to.

The Checkbook and the Calendar

This scenario highlights a truth called the Checkbook and the Calendar. I learned this model from a good friend and leadership coach, Croft Edwards. The Checkbook and the Calendar model is a simple and effective way to do two things. First, it is a way to validate what is really important to you. Second, it is a way to see what is really important to those around you (staff, peers, or superiors).

Here is how it works

If you want to know what is truly important to someone, all you have to do is look at their checkbook and their calendar. People spend their time on those things that are important to them. Conversely, the things that people spend time on show what is really important to them. Similarly, people will invest (spend their money) in those things that are important to them and the things they invest in are what is really valuable. This is true whether it be a conscious or subconscious decision.

It is a cruel and brutally honest reflection of what is important to you. It is universally true and accurate. You can’t deny it.

Let me give you two examples to which most of you will be able to relate. Thinking of my college days, no matter how “broke” my buddies and I were, when the weekend came around we were somehow always able to come up with enough money for beer. It was fine if that meant we had to eat Raman noodles for a month. What was important was getting the beer.

You could see that by where our money went.

Another example is a bit more current. I know that it is good for my overall health to exercise at least 4 times per week. My doctor has even confirmed that this is an important thing for me to do. Despite the validation from a medical professional and the logical argument purporting the benefits of this activity, it is relatively easy to see if I concur with the importance of acting on this. Just look at my calendar. How many days in a week do I set aside an hour to exercise at some point in the day?

If it is really important you will see it on the calendar.

If you still have doubts about the truth of the Checkbook and the Calendar, then think about yourself. What’s happening with that unfinished project in your garage or the box of pictures that you are going to scrapbook when you got a chance? How much did you spend on that leadership development class you were looking at?

The beauty of the Checkbook and the Calendar model is in its simplicity.

• It always tells the truth.
• You can use it to look at yourself.
• You can use it to look at others.
• And others can use it to see what’s important to you.

The Checkbook and the Calendar model is a way to prove something that Stephen Covey says,

“You can’t talk your way out of something that you behave your way into.”

So, what is really important to you?

Do you pay lip service to developing the leadership skills of your staff or even yourself? Where are you demonstrating that on your calendar and with your checkbook?

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David Hasenbalg is President and COO of Customized Solutions, LLC
He helps individuals and organizations achieve their objectives and their potential
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