SWIM Lessons · Companion Resources

Your SWIM Lessons Continue Here.

You’ve read the story. Now work with the system.

These free companion resources accompany SWIM Lessons: The Story Behind the System and help you document your means, understand your current operating demands, and begin putting Capacity, Boundaries, and Rhythm into practice.

Free. No membership. No sign-up. Start with the worksheets. They are enough to begin.

How to use these

Start with the four-stage audit.

Chapter 18 asks you to run all four audit stages before moving on. Then install the system with the Chapter 19 tools, and use the 30-Day Reset if the gap between where you are and where SWIM needs you to be is wide.

Fill each worksheet in on screen, or print it blank and use a pen. If your ratio lands in the danger zone, the audit may take longer than you expect. That is the documented reality. Your first job is not to fix the number. Your first job is simply to float.

Stage 1–4 · The audit (Chapter 18)

Means InventoryFillable worksheet
Capacity AuditCalculation worksheet
Governance Ratio WorksheetGuided calculation
Boundary AuditChecklist
Rhythm AuditSelf-review

Installation & practice (Chapters 19–21)

Three Boundary RulesOne-page template
Default Week PlannerWeekly template
SWIM Cycle ReviewRecurring reflection
30-Day SWIM ResetFour-week tracker
Reader’s Audit CardPortable reference

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WORKSHEET 01 · AUDIT STAGE 1

The Means Inventory

SWIM Lessons · Chapter 18

Most people count time and stop. The skipping is the source of the deficit. Your means are everything you have to deploy. Answer honestly — most people discover their inventory is richer than they had been treating it.

Internal resources

SkillsWhat can I do? Be specific.

EnergyCurrent effectiveness? (0.6 in crisis · 0.8 stable · 1.0 fully rested)

ValuesWhat do I refuse to compromise on?

PassionsWhat energizes me even when it costs me?

HealthCurrent state of my body. Be honest.

External resources

TimeHours per week actually deployable?

FinancesActual financial cushion, not aspirational?

NetworkWho can I call? Who would say yes?

ToolsWhat technology and platforms do I already have?

SupportWho is in my corner without me having to ask?

WORKSHEET 02 · AUDIT STAGE 2

The Capacity Audit

SWIM Lessons · Chapters 13, 18 & 19

True Capacity is not the hours available. It is the hours, weighted by what your body can actually do inside them, minus the hours spoken for by non-negotiable obligations. Your energy fraction is a structural fact, not a moral failure.

How many hours of focused output did I produce last week?

T — Available time (hours per week)The hours you actually have to work with this season.

E — Energy effectiveness0.6 in crisis · 0.8 stable · 1.0 fully rested

D — Fixed drain (hours per week)Non-negotiable obligations: caregiving, health maintenance, household administration. List them, then total the hours.

Calculate your True Capacity

TC = ( × ) − = hours

Example from the book: TC = (70 × 0.8) − 18 = 38.

Set your capacity ceiling (Chapter 19, Step 1)

Your ceiling is your True Capacity number. Assign focused output hours to your top three priorities. Not ten. Three.

Top priority	Focused hours / week

Everything beyond the ceiling requires a disposition: delegate, defer, or drop. No fourth option.

Beyond the ceiling	Disposition
	Delegate Defer Drop
	Delegate Defer Drop
	Delegate Defer Drop
	Delegate Defer Drop

My version of the contract non-renewalOne commitment the audit revealed is exceeding your capacity. Name it, and what capacity resolution looks like for it. The decision does not have to be immediate. The naming of the decision does.

WORKSHEET 03 · AUDIT STAGE 2

SWIM Governance Ratio Worksheet

SWIM Lessons · Chapters 13 & 18

Hours are not equivalent. An hour on a routine task does not consume the same capacity as an hour on a high-stakes negotiation. List everything you carry in a typical week — work, family, the side work you have been calling “not-work,” maintenance, and recovery or grief. If it takes hours, energy, or decision-making capacity, it goes on the list.

Complexity multipliers

1.0 routine work
1.5 focused execution
2.0 decision-heavy work
3.0 emotionally or cognitively taxing

Commitment	Hours / week	times	Multiplier	equals	Weighted load
		×		=
		×		=
		×		=
		×		=
		×		=
		×		=
		×		=
		×		=

OL = Σ (Hours × Complexity) =
TC (from Worksheet 02) =
Ratio = OL ÷ TC = ÷ =

Which zone am I in?

≤ 0.70Safe to scale

You have margin. You can scale.

0.71 – 0.90Maintain only

Optimize what you are running. Do not add.

> 0.90Danger zone

Immediate load reduction required.

What does this number tell me that I already knew?

If your True Capacity is zero or negative, skip the ratio. Your fixed drain already uses all the time you estimated — that is your finding. Check your inputs, then start with the fixed drain.

The math is not a moral verdict. The SWIM Governance Ratio and its zones are reflective, educational operating guidelines — not clinical, medical, psychological, financial, or legal assessments.

WORKSHEET 04 · AUDIT STAGE 3

The Boundary Audit

SWIM Lessons · Chapter 18

The problem is often not that you do not have the time. It is that the time you have is being consumed by demands that do not serve your priorities.

Where are time boundaries missing?When work starts, stops, and spills over.

Where are access boundaries missing?Who can reach you, how, and how fast they expect a response.

Where are scope boundaries missing?What is included in your work — and what is quietly being added.

Which single missing boundary would most protect my capacity?

The three missing boundaries costing me the most capacity

WORKSHEET 05 · AUDIT STAGE 4

The Rhythm Audit

SWIM Lessons · Chapter 18

WORKSHEET 06 · INSTALLATION

Three Boundary Rules

SWIM Lessons · Chapter 19, Step 2

Three rules. Not ten. Write each in one sentence specific enough to communicate clearly to another person. Boundaries are not selfish. Boundaries are advocacy.

Time boundary

My working hours are to . Outside those hours, routine communication waits.

Access boundary

I respond to non-urgent messages within hours.

Scope boundary

My work includes . Requests outside this require a separate conversation.

Communicate all three this week

Who needs to know	How I will tell them	Date

You are not apologizing for having a working structure. You are informing people how to work with you effectively.

WORKSHEET 07 · INSTALLATION

Default Week Planner

SWIM Lessons · Chapter 19, Step 3

Build your template in four layers, in this order. What remains is your buffer. The default week should feel slightly under-scheduled. Run it five full days without modification before evaluating.

1 Deep work blocks — same days, same times, placed first
2 Communication windows — two specific times per day
3 Meeting & collaboration time
4 Weekly review & planning — 30–60 minutes at the end of your last working day

Time block	Mon	Tue	Wed	Thu	Fri	Sat	Sun
Early morning
Morning
Midday
Afternoon
Evening

My re-entry protocolWhen disruption breaks the routine, where exactly do I re-enter? Re-enter deliberately. Do not abandon.

WORKSHEET 08 · PRACTICE

SWIM Cycle Review

SWIM Lessons · Chapters 19 & 21

The system that keeps the system running. Run it weekly at first; once the rhythm is established, add a monthly capacity check and a quarterly full audit.

Week of

AssessInventory your means. What has changed?

PlanDefine your scale based on capacity. What are the three priorities?

ActExecute within boundaries. Did the default week run? Did the boundaries hold?

JournalWhat worked? What did not? What changes next cycle?

The decision filter — before adding anything new (Chapter 21)

What I am considering adding

1. Does this fit within my ceiling without pushing my ratio above 0.90?

2. If yes, where does it fit in my default week, and what does it displace?

3. If no, what needs to change in my current load before I accept it?

4. Am I saying yes because the opportunity fits, or because it is exciting and I am rationalizing the math away?

My personal decision rule: Before I say yes to anything new, I will .

WORKSHEET 09 · INSTALLATION

The 30-Day SWIM Reset

SWIM Lessons · Chapter 20

WORKSHEET 10 · REFERENCE

Reader’s Audit Card

SWIM Lessons · Back matter

Print it, photograph it, or transcribe it. Carry it with you.

SWIM — Reader’s Audit Card

Scale WithIN Means™

The three pillars: Capacity. Boundaries. Rhythm.
The core inequality: Capacity ≠ Potential
The survival formula: Float. Breathe. Move.
The thriving formula: Scale. WithIN. Means.
The math: TC = (T × E) − D
OL = Σ (Hours × Complexity)
Ratio = OL ÷ TC
The zones: ≤ 0.70 SAFE · 0.71–0.90 MAINTAIN · > 0.90 DANGER
The cycle: Assess → Plan → Act → Journal

Pass it on.

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Your SWIM Lessons Continue Here.

Start with the four-stage audit.

The Means Inventory

The Capacity Audit

SWIM Governance Ratio Worksheet

The Boundary Audit

The Rhythm Audit

Three Boundary Rules

Default Week Planner

SWIM Cycle Review

The 30-Day SWIM Reset

Awareness

Elimination

Structure

Stabilization

Reader’s Audit Card

SWIM — Reader’s Audit Card

The worksheets are enough to begin.

Continued learning

Business-level application

Already a member?