# The Framework — the 7 elements + the Seed of Life backbone

Detail and draw-out questions for each part. **Every question here exists to pull the person's own answer out — never to supply one.** Ask, reflect, sharpen, structure. Don't generate substance.

The whole thing is held by the **Seed of Life**: seven areas of life that everyone has, because everyone has a body (Health), a mind (Intellect), people (Family, Social, Intimacy), and has to transact in society (Career, Finance). Keeping all seven in view is what stops a vision collapsing into "more revenue" — the broad agenda is the point.

```
HEALTH · SOCIAL · FAMILY · FINANCE · CAREER · INTELLECT · INTIMACY   (+ optional: SPIRITUAL)
```

A useful grouping when explaining it: **Wealth** (Finance + Career), **Health** (Physical + Mental/Intellect), **Relationships** (Family + Social + Intimacy). Get those three right and you have a great life.

---

## 1. Purpose Statement

The single line above everything — the answer to "what is the vision for your life?" It's what every level below ladders up to.

Draw it out (don't write it):
- What do you want to have created or contributed by the end of your life?
- Who do you most want to help, and why *them* specifically?
- If money and time were handled, what would you still want to build?
- What would make you look back and call this life a success — in your own eyes, not anyone else's?

Then help them distil their own words into one clean line. It can start rough and evolve — most do. (A strong purpose is about contribution and a felt mission, not a number.) Notice it's about contribution and a felt mission, not a number. Aim them there.

---

## The Seed of Life pass (the personal backbone — do this before business)

For each area, surface where they want it to be. One vision line per area is enough; more if they're flowing. Lead-in questions per area:

- **Health** — How do you want your body and energy to be? What does "fit and well" look like at your age in 3–10 years?
- **Social** — What kind of friendships and community? Who's around you? What's your social life actually like?
- **Family** — Partner, kids, parents, siblings — what do you want these relationships to be? What do you want for the people you're responsible for?
- **Finance** — Net worth, assets, income, freedom. What does "money handled" look like? (Distinct from Career — this is the wealth itself.)
- **Career** — The work, the craft, the contribution, the business. What are you building and what's your role in it? (Distinct from Finance — this is the doing.)
- **Intellect** — What do you want to learn, master, read, understand? How do you want your mind to grow?
- **Intimacy** — Depth of romantic/partner connection. Often the most neglected and the most flagged-low — ask gently, don't skip it.
- **(Spiritual, optional)** — Connection to something larger, practice, meaning.

This pass feeds both the long-term ladder (personal lines at each level) and the Monthly Goals.

---

## 2. 10-Year Master Plan

The long arc. 3–10 lines, personal + business blended. This is where they think big without the "how."

Draw it out:
- Ten years out, having lived it well — what's true about your life? Your family? Your body? Your work?
- What have you built that serves people at scale?
- What's the financial picture that would mean "free"?
- Where in the world are you, and how are you living?

**Flexibility (important):** if 10 years is too far to see, don't force it. Offer to stretch further (25- or 100-year — some people find the *very* long view easier and more freeing) OR drop to 3-year. The rule is *go as far as you can see.* Create something at whatever level they can reach.

---

## 3. 3-Year Vision

The bridge between the 10-year dream and the 12-month plan — concrete enough to feel reachable, big enough to stretch. Personal + business.

Draw it out:
- Three years from now, what's changed that you'd be proud of?
- What's the business doing — revenue, model, your role, team?
- What's true personally — where you live, health, family, relationships?
- What capability or asset will you have built that you don't have today?

---

## 4. 12-Month Goals (split Personal / Business)

The first level concrete enough to *measure*. Split explicitly into two lists — and keep both, because blending personal and business is deliberate: it makes the founder a stronger leader and inspires their team and clients.

- **Personal Goals** — across the Seed of Life areas. Health, finance, family, travel, learning, relationship. Make them specific enough to know if they happened (e.g. a weight, an amount invested, a trip taken, a practice resumed).
- **Business Goals** — the year's targets: customers, revenue/ROAS, clients, key launches, structural changes, the thing you're phasing out.

These are the goals the **dashboard tracks pace against** (current ÷ target), so push for a number and a unit wherever one fits.

---

## 5. Monthly Goals

This month's slice of the 12-month goals, across the same Seed-of-Life areas. The bridge between the year and the week. Keep it honest: each monthly goal should visibly move a 12-month goal forward. Example chain: *yearly "recommence yoga" → quarterly "lose 10kg" → monthly "do a juice fast + train 5x/week" → weekly "5 gym sessions" → today "gym + read 25 pages."* That cascade — daily action traceable up to the 10-year mission — is the whole magic. Show them the chain so monthly goals never float free.

---

## 6. Quarterly Business KPIs

The numbers that prove the business is moving toward the vision this quarter — the scoreboard targets. Pull the person's *real* metrics; never invent benchmarks for them.

Typical KPIs (use what fits their model): front-end customers, FE ROAS / MER, new clients, sales calls booked, close rate, AOV, net margin, cash collected, MRR. These map directly onto the 26 Keys / Scoreboard, so the targets set here become what the alignment Scoreboard grades against.

Draw it out:
- What's the one number that, if it moved, would mean the quarter worked?
- What are last quarter's actuals — and what's a stretch-but-real target for each?
- Which KPI is the current bottleneck? (That one usually deserves a project.)

---

## 7. Quarterly Projects

The 3–6 **projects** that move the vision this quarter. This is the highest-leverage part of the whole document: *you get paid in proportion to the projects you build, not the tasks you do.* A business run on tasks dominates its owner; a business run on the right projects creates wealth and freedom.

Projects, not tasks. "Reply to client emails" is a task. "Build and launch the workshop series" is a project. Cap at ~6 — more and none get finished.

For each project capture:
- **Name** — the project.
- **Why / ladders to** — which 12-month goal or which bottleneck KPI it serves. Every project must ladder up; a project that serves nothing gets cut.
- **Definition of done** — an *observable outcome*, not an activity. Not "work on the funnel" → "funnel live, converting at X."
- **Owner** — who's accountable.
- **Metric** — the one number that proves it moved.

Tie the heaviest project to the #1 bottleneck KPI from step 6. Also surface **quarterly personal projects** (e.g. a health target, a trip to book, an investment to make) — the personal side gets projects too.

---

## A note on order and pace

Build top-down (purpose → long → short) so the executable levels inherit direction from the vision, not from this week's anxieties. But when *reviewing* later, the alignment system runs the other way — weekly actions check upward against the vision. Set it from the top; run it from the bottom.
