4 disciplines of execution discussion questions
Instantly share code, notes, and snippets. They need clear, unmistakable finish lines so people know exactly what success looks like” P. 246 They share numerous examples of companies that have done just that, not once, but over and over again. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. And so, if you see something get out of whack because you’re measuring one thing and not measuring some other things, then it’s decided, “What’s that counter balance? See our Privacy Policy and User Agreement for details. Ask the Author. What’s nice is that we’ll get into later, how do you pick what that thing is? And I think it’s a great time of the year for us to do this. If the scoreboard isn’t clear, the game you want people to play will be abandoned in the whirlwind of other activities. For example, Antho. That’s what a … A wildly important goal. Regardless of how much they had to lose… Their metabolism… Their genetics… or their age. And so, the next discipline is discipline three, which is keeping a compelling a scoreboard. Yeah. But, you’re absolutely right because what if you pick the wrong one? One thing that was coming to mind as you were talking about strategy and execution, I remember back in school, I don’t know who I was talking to, but it might’ve been a professor and they said, “Success in life is 10 percent brains and 90 percent sweat,” and I think the sweat part is the part of trying to follow through and get that path of, “I’ve got an idea and how do I get to that point?” ‘Cause it’s easy to see the final outcome, but to actually get there is a lot of left and right turns and adapting to the situation and understanding your audience, the who you’re working with and what their capabilities are and what’s the next logical step? Which of these do leaders struggle with more? In order to get the best results from each project, a business must establish its WIGs – Wildly Important Goals. Exceptional execution starts with narrowing the focus— clearly identifying what must be done, or nothing else you achieve really matters much. We believe that every business, no matter how big or small, could benefit from the principles in The 4 Disciplines of Execution, so if you only invest in one business coaching book this year, make sure it’s this one. Find a summary of this and each chapter of The 4 Disciplines of Execution… Here's what happened...", "We're trending upward on our lead measures, but out lag measure isn't moving yet. Nice. And there’s a discussion about … We have to get into a discussion of what … ‘Cause you’re somewhat guessing at what your lead measures are. A successful scoreboard should be visible to. while one of my … Someone who studied even in school, the father of the quality movement, taught that at any time, a majority of people have a particular way the majority of the time, the people are not the problem, the problem is inherent in the system. A successful scoreboard should clearly illustrate if you are, Huddle Agenda part 1 team members report on, Huddle Agenda part 2 The leader reviews the, Huddle Agenda part 3 Learn from the successes and, Huddle Agenda part 4 Leaders clear the path and everyone makes, To make accountability more effective make commitments, The team WIG should have a clear, predictable impact on the overall WIG of the, The individual's commitment should be the most impactful thing the team member can do to drive achievement of the, The team must clearly have the power to achieve the WIG without heavy dependence on, A great WIG should start with a simple verb and end with a clear, Lead measures should be influenceable by the, You should be able to track performance on the lead measures from day, When establishing measures, consider the quantity and, Anyone should be able to tell if you are winning or losing from the scoreboard in, To get the scoreboard right the team should be closely involved in, The scoreboard should track the Team WIG as well as lag and, A great scoreboard should include an explanation of the WIG and measures along with colorful and easy to read, The scoreboard should display actual results and, The scoreboard should be posted in a highly visible location where the team can see it easily and, The scoreboard should be easy for the leader to, The scoreboard should be a unique and a personal expression of the, During the WIG session each member should make specific, measurable, actionable, time-bound, When picking the WIG, ask If every other area of the business continued to perform at the same level and you could improve just one area, Low involvement in setting targets equals low commitment from the, Team WIG litmus test, Is it closely aligned to the WIG of the, The more closely aligned the team WIG is to the Organization WIG the easier it will be to get, Scoreboard words of wisdom, If you are not keeping score, you are just, WIG Litmus Test, Does the team have at least 80 percent ownership of the activities that will produce the, A common pitfall is competing with whirlwind, A common pitfall is holding WIG sessions with no specific, A common pitfall is repeating the same commitment more than two, A common pitfall is accepting unfulfilled, A critical success factor is a high level of urgency for, A critical success factor is customizing your implementation to fit your, A critical success factor is senior leaders must focus on holding all team members accountable while, A critical success factor is make sure you have the infrastructure to support your, The 4 disciplines must be implemented as a process not a single, The 4 disciplines must be implemented with intact, The 4 disciplines should be implemented by the, Execution step 2, Design the team WIG, lead and lag, Execution step 4, Assemble the cross functional team and. These are the goals that are of paramount importance to the business, beyond everything else. ", "I can clear your path on that problem. If I had them, what could I do that would have the most impact on the quality of the leads that we’re bringing into ThreeWill? You’ll want to cover the same topics each week, including a review of the compelling scoreboard (see Discipline 2) and a discussion of any actions you plan on taking to improve the lead measures for the next session. Learn more, We use analytics cookies to understand how you use our websites so we can make them better, e.g. Nice. A goal simply isn’t a goal unless it has a measurable result. Greatest challenge of execution: bringing focus and direction and then sustaining those actions 4. What’s neat is this has a bit of State of Georgia stuff in here. The people are not the problem. The 4 Disciplines of Execution can change all that forever. Act on the Lead Measures. When the discipline of holding WIG sessions is sustained (when you and your team force the black into the gray every week) not only will you make consistent progress toward your goals, you'll also begin to feel that you are in charge. – Lag measures are statistics that measure the goal. And I got the … Bo brought me back some from-. Once you become aware of the struggle, you will see it playing out anywhere in any team trying to execute anything new. Achieving Your So, there are two things they talk about. Yeah, we’re just gonna get through …. We’re gonna have to hit the part one maybe that’s coming up. Discipline 4 is where execution actually happens. Lack of commitment to the goal is another problem with it. Looks like you’ve clipped this slide to already. So, it’s revenue, it’s profit, it’s market share, it’s customer satisfaction. It’ll be interesting to talk about whether …. If the answer to any of these questions is ‘yes’, it could be time for your business to implement the 4 Disciplines of Execution (4DX for short). As every leader knows, getting the commitment of hearts and minds, the kind of commitment that will endure in the midst of the daily grind is not easy. We make commitments and then we're accountable to our boss, but more important, to each other, for following through, Your team meets at least weekly in a WIG session, The meeting lasts no longer than twenty or thirty minutes, What we have learned, what we have accomplished, To hold each other accountable for taking the actions that will move the lead measures, resulting in the achievement of the WIG despite the whirlwind, To ensure that this focus is achieve every week, two rules of WIG sessions must absolutely be followed, The WIG session should be held on the same day and at the same time every week, Without it, your team will never be able to establish a sustained rhythm of performance, Missing even a single week causes you to lose valuable momentum, and this loss of momentum impacts your results, The whirlwind is never allowed into a WIG session, No matter how urgent an issue may seem, discussion in the WIG session is limited solely to actions and results that move the scoreboard, If you need to discuss other things, hold a staff meeting after the WIG session, "I committed to make a personal call to three customers who gave us lower scores.


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