The 5 Choices to Extraordinary Productivity®

Measurably increase the productivity of individuals, teams, and organizations.

It’s not about getting everything done, it’s about getting the right things done without burning out. The 5 Choices to Extraordinary Productivity® combines timeless principles with current neuroscience research to help better manage decisions, attention, and energy.

Participants learn to make more selective, high-impact choices about where to invest their valuable time, attention, and energy.

Time management alone isn’t enough. Decision management, attention management, and energy management are required to achieve extraordinary productivity.

The 5 Choices of Productivity: Buried Alive

1

Act on the Important, Don’t React to the Urgent®

Discern the important from the urgent and increase your ability to focus in the midst of fierce distractions

2

Go For Extraordinary, Don’t Settle for Ordinary®

Guide your decision-making through a framework of what success looks like in your most important roles.

3

Schedule the Big Rocks, Don’t Sort Gravel®

Use tips and tools to schedule your priorities instead of prioritizing your schedule . Execute with excellence on the most important things.

4

Rule Your Technology, Don’t Let it Rule You®

Make your technology work for you, not against you, and turn it into a productivity engine.

5

Fuel Your Fire, Don’t Burn Out®

Increase your energy to think clearly, make good decisions, and feel more accomplished at the end of every day.

Manage Your Decisions, Attention, and Energy

Decision Overload

Information overload is sabotaging our productivity.

We used to make only a few high-value decisions each day, but with unlimited information and instant communication, we’re now forced to make decisions all day long. We don’t stop to consider the value of the decisions, we just react. The most important decisions pass us by.

Attention Is Under Attack

The average office worker gets only three minutes of work time before being distracted. Our brains are wired for distraction, and the ability to think is overwritten by the need to react. We’ve moved from the age of physical labor to mental labor. Now, just as we need our minds the most, our ability to think is under attack.

Low Energy Crisis

The pressure to make good decisions while our attention is under attack is exhausting. We come to work burned out and disengaged. We’re not able to give our best, even though we want to.

Free Guide

How to Manage Your Time

You need a system that lets you organize and invest your time more effectively.

Free Webcast

Achieve Your Highest Priorities in Today’s World

Invest your time, attention, and energy on your highest priorities.

How to Experience FranklinCovey Content

This course is included in the FranklinCovey All Access Pass®. This pass provides your organization unlimited access to all of our content, whenever and wherever you need it.

Live-Online

Dynamic education and development, available online from any location.

In-Person

Expert education and development delivered face-to-face.

On Demand

Content available to your people anywhere, any time.

Customer Stories

Halton

Solving Productivity Challenges

A company that operates in over 33 countries around the world, faces their productivity challenges with The 5 Choices.

Healthcare

Building Leaders for the Future

With the help of FranklinCovey’s All Access Pass, the medical center’s leadership education and development program was transformed. Ongoing work sessions and leadership-development experiences occur throughout the year, covering multiple areas of need for staff.

Food and Beverage Manufacturer

Productivity Improvement

Led by the President, Head of Operations and HR Director,these sponsors were looking to develop their middle management staff (supervisors) tobe effective project managers with higher responsibilities and complexities in their day today roles.

Hospital

Pioneer a Leadership-development Track for Their Residents

One of the most prestigious institutions in medicine wanted to train their residents to be not only clinicians but also leaders. The problem was they couldn’t find a curriculum that developed leadership continually over three years of residency and had the executive-level quality the residents expected.

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