🎙️Episode 5: Help, My Life is a Mess! All We Know about Situation Analysis
- Focus Performance Systems
- May 8
- 22 min read
In this episode of All We Know About the Stuff We Know, Ashley and Dave dive into the chaos of life—whether it’s a home remodel gone wild, a messy work situation, or just feeling overwhelmed in general. They unpack how to use Situation Analysis to unravel these messy situations and move from stress to clarity.
Ashley sets the tone early with a relatable statement:
"One of the things I remember about Situation Analysis is Mary, your wife, telling me about it. She said, 'My life is a mess,' and then mapped out all the reasons why."
Dave follows up with a critical insight:
"What Situation Analysis is really good at doing is taking that situation or that mess or that problem... and helping you systematically figure it out."
Listen or Watch This Episode:
💡 Key Takeaways
Situation Analysis: Untangling the Mess
Dave and Ashley discuss how to apply Situation Analysis when life feels chaotic. Instead of being overwhelmed by stress, they suggest breaking the problem into manageable parts and identifying what’s really causing the pain.
"It helps you prioritize those things that, if you acted on them, would make a difference... and lets you put aside the noise," says Dave.
Comfort vs. Growth: Why We Stay Stuck
Sometimes we choose comfort over growth, even when it doesn’t serve us. Dave explains: "If you’re seeking comfort, chances are you're not seeking growth. And that can be a stifling way to look at your life." Ashley adds a reality check: "You are dropping the mic on us. Comfort is the enemy of growth, really."
Binary Thinking: Stop the Stay-or-Go Trap
When faced with difficult choices, we often fall into binary thinking—should I stay or should I go? Dave and Ashley explain how to break free from this mindset and expand your options for a more balanced perspective.
"When you frame something in binary terms, like 'stay or leave,' you’re really limiting yourself. Try to reframe the question as, 'What’s the best environment for me now?'"
Decision Analysis: Framing the Question Right
The way you frame your problem matters. Dave shares how to craft decision statements that open up more possibilities rather than locking you into yes/no answers.
"When you decide what to do, you want confidence that you’re going to make progress. You can’t get that by forcing a binary choice."
DiSC Styles and Decision-Making
Your DiSC style plays a significant role in how you approach problems. Whether you're a fast-moving "D" or a meticulous "C," knowing your style helps you make better, more consistent choices.
"If you’re a high D, you move fast and course correct later. A C, on the other hand, is going to lean on data and accuracy," explains Dave. "Knowing your style helps you manage the tension between speed and quality," Ashley adds.
🔗 Resources Mentioned
Curious about your DiSC style? Get your profile here!
Want to explore your decision-making style deeper? Our short little e-book packs a punch! 5 Things You Need to Know About Making Decisions
Dive deeper with our Decision Focus Course Suite: FocusTools.com/Decision-Focus
Want that neat retractable screen door from Ashley's house? Check it out here. If your cat climbs it, we warned you. (It's still kicking after 3 months!)
We've included the transcript for your reading pleasure below.
Episode 5 | Help, My Life's a Mess | All We Know About Decision Analysis
Dave (00:13)
All right, how's that?
Ashley Martin (00:14)
It's good. Welcome to the studio.
Dave (00:17)
Yeah, the studio changed locations is now in your kitchen,
Ashley Martin (00:20)
I’m always in my kitchen. This is just a different perspective that you're seeing right now.
Dave (00:24)
And it looks like you got over your fear of painting your cabinets.
Ashley Martin (00:29)
Oh my gosh. Aren't they beautiful, Dave?
Dave (00:34)
Look at that.
Hey, you know what? The lowers are pretty darn close to the color that we chose for Medina. Yeah, when they all get done, I should have snapped them because the lowers have been painted. The uppers are going in next week.
Ashley Martin (00:41)
Really? Do you remember what color they are?
Dave (00:51)
No, some shade of green.
Ashley Martin (00:55)
These are Cypress Green. I always like to pick a name that calls to me. That's kind of like a theme for the house. And so yeah, these are Cypress Green. I decided to put shutters on my house. They're being built. And the color for that is Old Glory.
Dave (01:10)
Hmph. So I think our colors are more like green and white.
Ashley Martin (01:22)
No, that's very boy of you. No, no, no. We're gonna paint swatch you and we're gonna pick the name.
Dave (01:22)
Now they all have color. So our colors are like Greek Vila is our
Ashley Martin (01:37)
Yes, that is a very popular white. Yep. Beautiful.
Dave (01:40)
Yep, yep. We have some walls are accessible beige.
Ashley Martin (01:48)
Yep, yep, this is what the gray was supposed to be right here. Yeah.
Dave (01:51)
Yep. We have the dark ebony colors that are kind of in between espresso and ebony. I can't remember what they're called, but there might be, might be all of our doors are painted in that. And the music cabinets, the cabinets that are next to the fireplace that used to be the ugly oak orange, honey oak are now that color. And then our beams are all that.
Ashley Martin (02:01)
Sherwin Williams iron ore? That one of them?
Dave (02:20)
fake beams that we have. It really looks nice. there's not going to be a trace of oak in that whole house except for the porch we left that has that kind of that Northwoods flavor. But other than that, everything's going to be that and then our hardwood floors. A guy came out yesterday and he is going to redo the living room and dining room floor and then they're laying
Ashley Martin (02:25)
my gosh, I can't wait to see it.
Mm-hmm.
Dave (02:49)
new hardwood in the kitchen and the eating area. And it's all gonna be like a dark walnut finish. So it's gonna be a nice contrast. yeah. It's a lot going on, Yeah, this is, we're in the territory of major remodel here.
Ashley Martin (03:01)
That's enough going on. That's a lot.
Dave (03:12)
You know, we're beyond facelift. We're now in major remodeled mode, but it's gonna be worth it. It's gonna look really nice.
Ashley Martin (03:18)
Mm-hmm. It'll be worth it for all those times you don't entertain your friends.
Dave (03:25)
Exactly. Yeah, I think we'll invite everyone that we know over once and then we'll be done Yeah, yeah we did this and now look at that okay, what's on TV?
Ashley Martin (03:32)
Yeah, here you go. You see it? We did it. We did this. See in a couple years. You know, I still haven't had a housewarming party for my house. I'm sure my neighbors are like, Ashley, like you moved in almost two years ago. Like when are you going to invite us over? And I'm just like, I don't need more wine. That's part of it, but also there's so much I want to do. You know what I did this weekend besides watch somebody try to build shutters? I painted my wall right here. You can't see it. It's just behind you. Lavender.
Dave (04:20)
Just lavender or a special Sherwin-Williams lavender. Well, you said all the colors have a cool name.
Ashley Martin (04:29)
Yes, yes, yes. What's the color name of my lavender? What is it? It's a Benjamin Moore color. Now you're to have to make me get up and get it because it's a funny name too. I picked it because here it is. Here it is. Orleans Lavender. Don't you roll your eyes at me.
Dave (04:50)
Yeah
Ashley Martin (04:53)
I'm gonna text you a picture so you can see it live time. Where's Dave's thread?
Dave (04:56)
So you are brand agnostic then. You go from Sherwin Williams to Benjamin Moore. Whatever works for you. You don't have any brand loyalty.
Ashley Martin (05:04)
Well, whenever I was married to a contractor, I went to the Benjamin Moore, is it Hirschfields? And they're a Benjamin Moore dealer, Hirschfields in Wayzata. I think it is. And I'm like, hey, here's my business card. Can I get a fan deck of the colors? So that's why I usually have Benjamin Moore and I just match them in Home Depot paint. What is this? I'm like multitasking. I take so many screenshots. Okay, let me send this to you. While I'm sending that, I'll send you this as
Dave (05:41)
a great joke the other day. ⁓ that is lavender, wow.
Ashley Martin (05:46)
Orlean's Lavender.
Dave (05:47)
Whoa. Yeah. Yeah, that would look good in someone else's house in that way.
Ashley Martin (05:54)
It would look good in the Zen Den, which is why it's here.
Dave (05:57)
Yeah, and the cat's giving you a high ten.
Ashley Martin (06:02)
That's he's playing who's that kitty - every time we see each other we have to love up on each other and he leans back
Dave (06:13)
So he gets his belly scratched.
Ashley Martin (06:15)
Yeah, who's that kittaaaayyy?
Dave (06:18)
Did you know that if you sneeze and fart at the same time, your body takes a screen snap?
Ashley Martin (06:28)
Is there even a segue to this? Is that a joke? Like, where is this coming from?
Dave (06:35)
I read that the other day and I had to remember it.
Ashley Martin (06:44)
It takes a screen snap! Why? Why? Dave, why?
Dave (06:50)
Cause that's, maybe that's just an Apple thing, but you know, have to hit two buttons at the same time to take a screen grab. Do you have to do that on your phone?
Ashley Martin (06:58)
Yeah, yeah, I do have to do that on my Samsung.
Dave (07:01)
That's the concept we're going for there with the humor.
Ashley Martin (07:06)
Where does it store your screenshots so you can look at them later?
Dave (07:09)
Now this isn't meant to be taken literally, okay? The story ends here with the punchline.
Ashley Martin (07:13)
It's a metaphor for life.
Dave (07:17)
Yeah, exactly.
Ashley Martin (07:19)
my gosh, my gosh, I also had a retractable sliding door put in on my front door and it's amazing!
Dave (07:28)
Retractable meaning like a pocket door.
Ashley Martin (07:32)
Kind of, it works like a pocket door, Dave, but it's a retractable sliding door. So like usually it goes shh, shh, just one side of it. So usually I don't wanna put a door in front of the front door because in Minnesota you had to deal with that. Open up two doors when you're coming in with things and that's annoying. But this, I can like leave the retractable sliding door open and it goes like this, boom. You barely even see it when it is closed. And so it's, I have like complete freedom with my front door. I'll show you what my podcast setup looks like right now. And you'll see that you'll see a little bit. The sliding door is closed, but it looks like the door is wide open.
Dave (08:04)
Ha! Nice.
Ashley Martin (08:18)
Now he's going hoot and holler. Tell me if you could pick up the cat meowing on the audio.
Dave (08:19)
Yeah. Yeah, maybe. wow, look at all that. yeah, is that the door of the retractor? Is that the retractable door? So it just kind of slides and folds into itself?
Ashley Martin (08:30)
Yes, it's closed! Yes! I had never heard of this. So it's like for people who kind of need that pocket door situation that don't want to deal with the door sometimes, but need the door sometimes, it's the best of both worlds. And it's like 250 bucks. I like Lowe's or Home Depot. I know, I know.
Dave (08:52)
What? Whoa! Huh. Well, we have to look at it for down here.
Ashley Martin (09:00)
Yeah.He pulled the top of that screen off, he climbed it. That boy scaled the whole door. And that was one of the decisions. I was like, I know if I get a screen door, he's gonna climb this door. But it's worth it to me to kind of risk a couple hundred bucks to see if I could train him not to do that.
Dave (09:04)
⁓ Whoa. Yeah, what can you put on there that would repell him?
Ashley Martin (09:27)
Nothing, nothing, nothing. So I just closed the door. I lost my light. Not happy about that. So I could keep him outside while I record. I could close the door and install the ring light mirror. could, like the thing to get him off of anything is not to like yell at him, not to clap my hands, not to say moon. Cause he just looks at me and is like, what up ho? What up? I'm not doing anything.
Dave (09:34)
Yep. Ha!
Ashley Martin (09:57)
You squirt him, he's like, you have to distract him. Be like, hey, here's something better, come here. You know, that's the only thing. So about your workshop on Friday, what did they learn?
Dave (10:11)
You got me.
Ashley Martin (10:13)
Ask them!
Dave (10:13)
That's it.
Ashley Martin (10:15)
One of the things that I remember about Situation Analysis is Mary, your wife telling me about it. She's like, my life is a mess. And she's like, Ashley, I wrote in the center of the page. I drew a big circle and I said, my life is a mess. So I started directing out, here are the things that's happening because my life is a mess. And maybe this wasn't a real story. She's really great at making real stories out of fake stories.
Dave (10:42)
Yeah.
Ashley Martin (10:45)
But she used it as an example. My life is a mess and that you write it really big and then you start separating out. Here's the things that are happening because my life is a mess. I have, my bills are out of whack. My job is frustrating me. My cat is being annoying, right? And so you have all these circumstances. So tell us the point of Situation Analysis and how it helps people feel better.
Dave (11:12)
Yeah, well to use that language, it helps you unravel a mess, right? You've got a situation that's causing some pain and that pain could be anything. could be, you know, in personal life, could be distress like she was talking about. In business, the pain could be, you know, lost time, lost productivity, lost money, lost sales. It could be, you know, conflict. could be
all kinds of things. It could be all those things. It could be problems that need to get solved because if they don't, we're not going anywhere. That kind of thing. And so what Situation Analysis is really good at doing is taking that situation or that mess or that problem, you know, or that thing, that big blob that you're facing, that you're trying to figure out and helps you really systematically figure it out. Figure out what's...
Ashley Martin (11:42)
It could be all of those.
Dave (12:09)
Contributing to it what's not, what things are relevant, what stuff is just noise that needs to get set aside. And it helps you prioritize those things that really if you acted on them will make a difference, will make the situation better, will solve the problem, will end the distress and give you the kind of freedom to say, okay, here are these things, here's two or three things, or two or three or four things.
Ashley Martin (12:15)
Boom.
Dave (12:39)
Now I know if I focus on these and let the other ones aside, just put them aside, I'm going to make some progress, maybe some really big progress. And it just uses kind of the basics of critical thinking and if you want to that logic to help you sort through that stuff. But the problem is when people are in that mode, a lot of times there's so much stress or distress, it's hard to kind of
Ashley Martin (12:51)
Hmm.
Dave (13:07)
push the button on logical critical thinking because everything else is coming at you, flying at you. And so, you know, we need a way or a prompt or even a system or a method to help us to do that, to press the rational button and say, okay, I'm going to look at this rationally. Now in business and for teams, you can take that same scenario and let's say a team is dealing with a problem. Now you have the pain multiplied by many because you got
Ashley Martin (13:13)
Right.
Dave (13:36)
multiple people affected by this situation, this problem, this mess. And they're all processing the pain differently because the more they sit in the organization or on the team, but they all know that they need to figure out a way to move forward and get something done to make the pain go away. And so as a tool, Situation Analysis is really, really good at getting everyone on the same page, getting alignment on what's really relevant and important versus the stuff you can let go. So that again, when you decide to do something, that the team has got a high confidence that what they're doing is going to pay off. And if they have to communicate it to somebody, which they almost always do, they can very easily tell the story with Situation Analysis. Here's the situation, here's all the effects that it's causing. Here's the pain that's being experienced by us and everyone else or the organization. And here's our analysis. Here's what we believe are the key contributing factors and why they're contributing. And here's what we want to do. And here's the payoff. Here's what's going to happen if we do this. And if we need, maybe we need some extra resources or maybe we need a little money or maybe we need something to help us get there, we can show those that are, that have the approval. Remember last time we talked about the rapid, those that have the D on making those decisions, we can show them what the payoffs could be and say, hey, if we do this, this, and this, here's the payoff, what do you think? Can we make that happen? And it's just a very easy way to do it. And then finally, once we do that stuff, once we enable those actions, again, I'm talking more about a business situation, but you can apply this in person, too. So we enable our action plan, and now we're doing stuff, and now we look back after some time has passed and we can say, hey, is our action plan working? Is the pain going away? And you can measure that and Situation Analysis helps you to able to measure that to say, oh my gosh, it's working because the situation now is much better than it was in past. Or the answer might be, it's working partially but we still need to do something else and maybe we have to enable another action to make the pain completely go away. But it gives you a way to follow that issue. Start there.
Ashley Martin (15:57)
Sure. What I like about Situation Analysis is that it helps you focus on the right issue or the biggest issue that's going to alleviate your pain. And I'll explain this in a way that like I was asking a friend of mine, hey, how's it going at work? And he sends me a picture and he's like, we're remodeling and there's like desks everywhere. And it's like just kind of a mess. And he's like, this situation is really frustrating for me.
And I'm like, why? And he's like, there's too many chefs in the kitchen. There's not a structure. There's not a plan. Everybody's throwing in their input and it's frustrating to me. And I'm like, okay. And I'm thinking about that. like, this would be really good segment for Ask Ash and Dave.
Dave (16:42)
Hmm?
Ashley Martin (16:54)
Tell us your problem, tell us your situation and like submit it to us either live on the air or through comments on Facebook or Instagram, or maybe we'll set up a video recording where we'll play your voicemail to us. So that was last week and I asked him yesterday, I'm like, can you send me a few sentences? We're gonna be recording a podcast tomorrow and I'd love to like kind of pose this formally to Dave and kind of get his feedback on it. And he's like,
Dave (16:55)
Okay, yeah.
Ashley Martin (17:22)
“The owner is planning an exit and gifting the company to her 27 year old daughter-in-law. She's five years out of college. She's now a part-time owner, general manager, office manager, facilities manager, and also our salesman. She's not an expert in any of these positions.” And I'm like, “that has nothing to do with the remodel.”
Dave (17:43)
That sounds like his own situation, not the one that you were just talking about.
Ashley Martin (17:47)
Right? Like here you start at this tiny issue of this is frustrating me, but you start to dig deeper and there's lots of frustrations happening, right? There's lots of frustrations, but what is the stem of this?
Dave (17:59)
Yeah.
Ashley Martin (18:04)
She wasn't qualified to do this, and I'm qualified to do this. But now she's here, and I'm her assistant. Whoa, right? So there's like some deeper issues going on that is causing resentment. And this remodel is feeding into, I'm not happy, right? And that's kind of a Situation Analysis. I'm not happy, I feel pain. What is the true source? Okay, here's all the sources of my pain.
Dave (18:25)
Yeah. I'll back up to a concept that we can probably all believe in. the concept is everyone wants control of their life, right? They're all want control of our life. I mean, not maybe not total control, but enough that we feel like we are in some kind of
Ashley Martin (18:58)
You wanna feel empowered.
Dave (18:58)
In power, yeah, like you can control what's happening around you. And again, I'm not saying it totally, but enough that you feel like, I've got to handle things. So when you talk about an issue like that, then what I would say is this, yeah, I'm not happy, that might be the situation. And this situation at work with the new boss might be one part of it, might be one issue. But there's probably a bunch of other issues too, right? And at the end of the day, once you kind of see the big picture, then you, then we'll ask the question, okay, what are the things that are relevant? What are the big drivers? But then we'll also ask this, what things do I have control to change?
Ashley Martin (19:30)
Yes. Do you really ask that? Okay, you ask, what are the big issues? What are the drivers? And then you say, what can I change?
Dave (19:56)
Yeah, so in the process we're looking at again, big issue. I'll clean it up a little bit. All the big chunks that are contributing to that issue. So the big things, the big chunks. And then for each big chunk, and there's a bunch of ways we figure that out, but then for each big chunk, what can we do to move forward? What can we do to resolve that chunk? What can we do to make that chunk less of a problem?
In that discussion, then we're going to have the what can you control versus what can't you control. And there are some situations where, you know, if this person took a look at the issue, he or she might end up with like four chunks. One of which is this thing, probably not controllable because you got the owner of their company doing something and you're not going to change that course of action.
Ashley Martin (20:48)
Right. Yeah.
Dave (20:53)
But the other three chunks might be controllable. And if you can get a handle on those, this fourth one may not be as big of a deal as we thought it was in the first place. And it might be a situation where, you know what, I can manage it. can live with it. We can figure out some ways to do it. But if you have a situation that's causing you some pain and you have three or four big chunks that you, through the analysis, you say, yep, these are the biggies. And you look at them and you go,
I can't control this. I have only a little control over that. This third one? Yeah, I'm totally out of control. I have no way to address that. And the fourth one? Yeah, maybe a little bit. Then you might look at all that and go, uh-oh, I'm in a bad situation here because the things that are really driving the situation, I have little or no control over. And unless I flex and become okay with the situation by maybe adapting somehow.
I'm probably, this is probably not gonna be a good long-term thing. And that might be a signal to say, I gotta get out of here. I gotta change something to lessen my dependence on that. But a lot of people might say, I'm guessing maybe one of the first reactions that this person was, this thing happened. Now this younger person is running the show. I now report to this person, I gotta get out of here. But until you really look at the whole picture, that may not be the answer. There may be other answers that are going to be perfectly good and that may be great that are for whom you stay after looking at the whole picture. So that's what the tool can help you to do is to really have a good look at it so that when you decide what to do, you've got some confidence that you're going to make some progress or in this case, you might have two or three or four things that you're going to try and do as actions and then some time goes by and you look back and you assess whether they worked or not. And if they did work, right, you're off and your life's better. If they didn't work, then maybe that's the signal that says.
Ashley Martin (23:00)
Right, right. One of the things I asked him once I heard more about the messiness and pain that he was feeling, I was like, are there any other options that you can think of that you can pull from besides play by their rules or quit? Because we tend to look at our life or look at certain situations that we're in at work in terms of binary decisions. Right, right. Can you explain? Can you explain a little bit more about binary decisions and the trouble that they can cause?
Dave (23:34)
Yeah, let me back up though and just mention one thing, because you said it just a minute ago. He talked about the pain he was experiencing that seemed to dominate the conversation at least early on. That's very normal, right? Because when you're in a situation, again, personally or in business, but maybe even more personally, that's causing you pain. We like to express that pain. And so if you're on the listening side of it, you're going, okay, yep, that's some pain, that's enough.
Ashley Martin (23:48)
Oooof.
Dave (24:02)
In cause and effect language, that's an effect. Here's some more pain, okay, that's another effect. And this other thing, that's really hurting me too. Okay, there's a third effect. But nowhere have we even started the conversation and talk about causes or other factors. And so without a process to guide us, we may be tempted just to kind of be in the realm of make this pain go away. And the easiest way to make pain like that go away is just leave. Just maybe, you know, maybe I'll just go. Maybe I'll find somewhere else. Leave the situation.
Ashley Martin (24:34)
Leave the situation. Do you think that's a defense mechanism, like escaping, running away?
Dave (24:41)
Yeah, there might be. There might be. Here's another concept that we'll talk about maybe a little bit, but as humans, maybe even more so than past generations, we are wired to seek comfort, We're wired to seek control and comfort, but comfort. So physically that might mean finding the best chair for me to sit in while I'm watching Netflix.
Ashley Martin (24:56)
Yeah, with a throw pillow behind my back and my feet up on a poof.
Dave (25:11)
That's right. It could also be in a work situation. You know what? This work situation is causing a lot of discomfort. I got to leave so I can find comfort again. And that's normal, but that also can be very dangerous too. so because seeking comfort is a very narrow way to look at options. And it's a very narrow way to look at, in fact, it's a stifling way to look at growth.
Ashley Martin (25:27)
Why?
Dave (25:40)
Because if you are seeking comfort, chances are you're not seeking growth. Now you might ask, well, do I have to seek growth? Well, no, you don't have to, but then you need to accept everything that goes along with it. If I'm not seeing growth, then I can't complain about my current situation. I can't complain about the fact that I don't have more than I have. I can't complain about the fact that I can't do something when I should. So yeah.
Ashley Martin (26:05)
You are dropping the mic on us.
Dave (26:09)
So comfort is the enemy of growth, really. And that plays out in a lot of different ways. So back to the decision making, when you frame something in binary terms, should I stay in this job or should I leave? That's really kind of a comfort question in disguise. Should I stay in the job? That means, I'm going to have some discomfort and I don't know if I can live with that. Or should I leave because that's going to feel good?
temporarily. And so if I'm only, you know, concerned about my own comfort, I might just choose to leave because I got to get, I got to make this pain go away now and I got to seek comfort. Now making pain go away and seeking comfort are kind of two ends of the same scale. But yeah, it's a matter of degree, but yeah, if you're just seeking comfort, then chances are you're going to find yourself in a similar situation. So when we phrase things in binary terms that's looking at things in a very narrow perspective, right? And so in decision making, you know, I've talked about this a lot, that one of things that we will do is broaden the scope of our decision and figure out, all right, how can we reframe this decision to create more options?
So to give ourselves more options and a wider lens to look at things because maybe there's solutions out there that we never would have thought of because we framed this decision at such narrow perspective, stay or go, A or B, yes or no, that kind of thing. So if we were working with this individual and it was decision time, should I stay or should I go? We would most likely reframe that somehow to say, choose best career option for me now or choose best working frame or choose something and now you'd have your existing scenario, you might have a new scenario, but you might have a whole bunch of other scenarios. Maybe there's some hybrid scenarios, maybe there's other things that because we've broadened the lens a little bit, we can now explore those things. Yeah, that's what I would have to say about that.
Ashley Martin (28:04)
Choose best work environment for me. Is that all you know about the stuff you know, Dave?
Dave (28:29)
All I know about that stuff anyway. I think there's probably a little bit more I know.
Ashley Martin (28:35)
And the things we're talking about right now is Situation Analysis. And the last part of that conversation is decision analysis, where we frame the decision statement in best way possible. And all of that stuff, if you want to learn more, at www.FocusTools.com/Decision-Focus.
Dave (28:41)
Right. Yeah. Yeah. Decision Focus and one of the things that we can do when so that all this stuff can be learned online self-paced right or you can go to workshop but either way if you get if you enroll then you get you and me as coaches too so that once you learn the stuff if you're applying it like this and this gentleman learned Situation Analysis I was wanting to apply it and he's kind of hit this place where he goes well I think it'll work, well then, that's why you and I are here. We can help that person to say, okay, yeah, here's how you would apply the thinking in this situation and let's go.
Ashley Martin (29:31)
Right,right. And like you said, we created online courses that are virtual, are self-paced, independent study courses where they get our framework. They get the Excel spreadsheets that have the appropriate, ‘here's how I do everything’ laid out. And they use this in the live workshop as well.
Dave (29:50)
Yes, yeah, yeah, yeah. So there you have it.
Ashley Martin (29:53)
Yeah, awesome. So if you’re interested in a workshop one of courses, reach out to us! And check out the show notes for more information. But yeah, I think that is all we know. Got it. Thanks, Dave.
Comentários