Daily checklist
Run this before you open email. The sequence matters — commitments from yesterday before anything new today. This is where the follow-through loop closes.
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Your core daily problem: You start strong, commit to things in the morning energy, then the Five's energy conservation kicks in and follow-through drifts. This list closes that gap — one item at a time.
Before email or Slack
Write down the one thing that must be completed today
Not a list. One thing. If it's not done by 3pm, nothing else matters.
Check open commitments from yesterday
Anything promised to the director or a colleague that isn't done yet?
Block at least one 90-min uninterrupted window for deep work
Mark it as busy in your calendar now, before someone fills it.
During the day
Before sharing a new idea with the director — have you delivered the last one? pattern watch
The pull-back came from idea volume outpacing delivery. New ideas earn their place through completed ones.
If you said you'd send something today — send it today
Same-day follow-through, even if imperfect, rebuilds trust faster than a polished delivery next week.
One meaningful interaction with a teacher or curriculum coordinator
Not IT support. A real conversation about what they're trying to do educationally.
End of day
Did the one thing get done? If not — name the obstacle and reschedule it explicitly
Don't let it silently roll over. An honest no today is better than a silent drift all week.
Any new commitments made today? Write them down immediately
The ENTP pattern is to agree enthusiastically in the moment and forget the specifics. Write it while it's fresh.
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Weekly rhythm
You don't have the institutional accountability structure of a director — so you build your own. This is that structure. Run Monday, Wednesday, Friday.
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Weekly rhythm is your structure. Without it, the Five's tendency to work in intense private bursts makes you invisible to the institution until something goes wrong.
Monday — set the week
Write this week's three priorities — maximum three
From the larger project list. Not everything — just what actually moves this week.
Proactive check-in with director — brief, even a short message
Short proactive update beats being asked for one. This is the single most effective trust-rebuilding action.
Review anything promised last week that isn't closed follow-through
Make this your first real task before anything new this week.
Wednesday — midweek honest check
Are the three priorities still on track?
If not — name what's blocking and ask for help or adjust scope. Going quiet is the worst option.
Have you introduced any new projects or initiatives this week? boundary
If yes — is it replacing something or adding to an already full plate? The latter is the pattern to break.
Friday — close the week
Send a brief written update to director on what was completed
Two or three sentences. Not a report — a signal that you're accountable and visible without being chased.
Name one thing that should have been done this week but wasn't
Honest self-audit. Name it, own it, put it on Monday's list with a specific time slot.
Did Nyuchi bleed into SAS time this week?
Both deserve your full attention in their own dedicated windows. Overlap is a slow erosion of both.
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Relationships
The director relationship needs active repair. The path back is slow, consistent, and delivery-first. These checks keep you on it, and build the broader institutional trust that makes your role valuable.
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Active repair mode. You moved too fast with ideas before delivery was established. The director has pulled back. The path back is delivery first, ideas later — consistently, over weeks, not days.
Director relationship
No unsolicited new ideas to director this week active repair
The pull-back is real. Let delivery do the talking for now. Ideas return once trust is rebuilt — not before.
When you disagree with something — wait 24 hours before responding
Your Eight directness is an asset at the right moment. Institutional settings are rarely that moment. Sleep on it first.
Proactive update to director this week — before being asked
Even two sentences. Showing you're across things without being chased is what rebuilds credibility steadily.
Anything shared with others that the director should have heard first? sequence
In institutional settings, sequence matters. Director hears things from you before they hear them from others.
Cross-school relationships
One genuine conversation with a teacher this week — not about tech support
Ask about their unit, their frustrations, what they're trying to do. Listen more than you speak.
Have you helped someone this week without it being your job?
Every reference you've ever received named this. It's your most powerful institutional asset. Keep it alive.
Any new touchpoint with curriculum or divisional leadership this week?
These relationships take months to build. One small touchpoint per week compounds over a full year.
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Guardrails
Your known failure modes — named honestly from your aptitude profile, personality results, and what you've already told me happened. Not weaknesses to be ashamed of. Patterns to be managed.
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Check these honestly, especially in high-energy weeks — when everything feels possible and you're tempted to start three new things at once. That's precisely when these matter most.
The idea impulse
How many open SAS initiatives are currently in progress? hard limit: 3
If more than 3, close or pause something before starting anything new. This is a rule, not a guideline.
Have you started something this week you haven't cleared time for? scope creep
New things don't add to your capacity. They come at the cost of something already committed.
Is there an idea sitting in your head that should be written down and parked — not actioned?
A parking lot document for SAS ideas is healthy. Ideas don't disappear when written down — they wait.
Energy and output
Did you have genuine recovery time in the last 48 hours?
Not scrolling. Not working on Nyuchi. Actual offline rest. Your Five needs this — output quality drops sharply without it.
Are you doing operational tasks that should be delegated? leverage
You fill gaps because you can. But your value at SAS is not in the gap-filling — it's in the strategic layer above it.
Is Nyuchi getting your best thinking and SAS getting what's left — or vice versa?
Be honest. Both deserve intentional attention in their own dedicated windows. Overlap erodes both.
Communication and presence
Before any meeting with leadership — what is the one thing you want them to leave knowing? prepare this
Your verbal ability is an asset. Undirected, it generates volume. Directed, it builds influence. Prepare the point in advance.
Have you read the room before speaking your mind in a formal setting this week?
Not suppressing your view — sequencing it. Right content, right person, right moment. All three must be true.
Baby and home — are you protecting that boundary from both roles this week?
A new child is a seismic shift in your energy budget. Planning for it now is not weakness — it's the most important operational decision you'll make this year.
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