By Sean Covey
notes
Focus on just a couple priorities. More forces you to multitask, which prevents from being deep.
Say no to the rest. Resist looking busy for being purposeful801
Finding a WIG can be achieved by determining the mission of the company, and finding what is preventing from achieving it849
Hierarchy of goals - leaders choose top level wigs, then team leaders choose local WIGs.878
Specify WIG with precise measure; starting point and target, with date906
Example of result changing WIG: NASA had no results until Kennedy gave them a WIG: put humans on the moon before decenny end918
From vague strategic directions to organized , measurable hierarchy of goals987
The second discipline is to put pressure on lead measures that achieve WIGs1007
Lag metrics are the outcome but hard to control. Lead metrics are directly under control an tell if lag metrics will likely be achieved1012
Instead of doing a rigid plan, define the lead metrics to be measured and define on a cadence how to impact them1022
Lag measures are the target being achieved, are hard to control. Lag metrics are predictive of the result, and influenceable. One is sort of derivative of the other1034
Data on lead measures is usually harder to get than data on lag measure1071
a more granular lag metric (eg monthly instead of yearly) is still a lag metric1101
example of hierarchy for lag "increase production" -> "reduce downtime" -> increase compliance of preventive maintenance by x%1109
lead metrics are tactical bets on how to accomplish lag metric1113
Identify what does work, set these as lead metrics , and get the team to maniacly focus on these1175
use data to determine what the issue actually is, then find actions tailored to fixing that, and measure this1235
Focusing on lead metrics in the whirlwind of urgency might seem unimportant (note - that's the neverending battle of P/PC)1246
For crashlike issues, a checklist is a good lead measure1257
Improving the lead metric must be a game the team can win1292
3rd discipline is to keep everyone engaged by showing a score board telling if you are winning1321
Without a scoreboard engagement towards lead metrics dies in the whirlwind1344
The scoreboard is meant for the players, not the coach1349
Characteristic #1: simple scoreboard. Coach might need more to do their job, but players only need to understand if they are winning1390
- #3: show lead and lag - help the team see that the et is payin off, and the purpose of what they are doing1401
The game needs to be winnable1439
Dscipline 4 is to create a cadence of accountability1495
Accountability is making a personal committment to the team to move the score forward1510
Wig sessions - hold each other accountable in the whirlwind to do the actions that contribute to the lead metrics1543
Wig session agenda -
- accountabilty: report on committments
- review the lag and lead metrics and discuss essons learned
- discuss how the path can be cleared1572
team members should ask themselves "what can i do this week to impact the lead measures"1603
quote1610
The WIG session is a good time o review what works and what doesn't, and try new deas if lead doesnt move lag1648
Committment is a precise deliverable and impacts te lead metric1667
Commitments to the wig is only 20% of the week1694
Three signs of a miserable job: anonymity, irrelevance, immeasurement1730
When big upfront plans are set rather than common metrics, teams play defensive to protect achievment of the plan, rather than collaborative to achieve the goal1868
Priorities as a leader are simple: model focusing on wig, set impactful lead metrics, create scoreboard, accountability meetings1966
some will conform, so1983
Select team wig that is the most impactful for the overall wig2212
Validate the wig - is it measurable, is it in line with overall wig, who owns the game: our team or another; who plays the game: team or leader2247
WIG starts with a verb, has dates, defines a lag metric, focus on what, not how2272
Set challenging goal, but that are doable2349
If goal is completion of project, find a lag that is a business outcome2366
Lead measures can be a small outcome (something on which the team can have an impact however they want) or a behavioral change (something they need to do)2448
Test for lead measures - predictive, influenceable, ongoing, team focused, measurable2533
Pick leads that are significantly better than what you have today2658
Keep score board simple2807
It tells ar a glance if we are winning2833
Commitments need to be important, personal , only 1 or 23066
quote
dont let commitments slip3149
4dx gives a way to link work to results3244
The goal of discipline 4 is to keep the team in the game3250
team.my4dx.com3279
Focus on the wildly important: avoid the question "what's our top priority, instead answer: if everything staid the same, what one area would we want to see progress?3848
The wildly important will most likely impact the entire business3851
Picking a WiG i a committment which is why it's ard to do3860
Wig are usually financial (increase a financial result) operational (get better at something) or customer satisfaction oriented3865
The wig does not represent the company's vision or mission statement. instead it is a laser focus on an area of transformation3874
Diagram to extract3877
Among dozens of possible wars, which are the few battles critical to win3916
Wig is supprted by battles ~3 lag metrics which are used as lever to win the war. Lags are accomplished by teams defining teir wig based on that3946
diagram - hierarchy of objectives4019
The whirlwind is the biggest factor of failure. Accountability and cadence is key to success4046
requires the whole org to be in to have impact4063
Wig of the team must be picked by the team, not the senior leader4107
lead measures are the hardest to pick4109
report quarterly on top wig achievement4141
smell: absence of goal that really matters4180
smell: sr leader not committed4183
4dx usually starts t middle of org4248
for support organization, pick wig that helps line functions to accomplish theirs4266
wigs remain ets, they can be wrong4335
if goal is accomplished early , FIRST celebrate succes; THEN set a new one4357
Control system obviously woks for personal goals, between lag, lead, scoreboard and accountability4634
highlights
The first requires mainly a stroke of the pen; the second requires behavioral change.
~ The 4 Disciplines of Execution, Sean Covey
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The kind of scoreboard that will drive the highest levels of engagement with your team will be one that is designed solely for (and often by) the players.
~ The 4 Disciplines of Execution, Sean Covey
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This players’ scoreboard is quite different from the complex coach’s scoreboard that leaders love to create.
~ The 4 Disciplines of Execution, Sean Covey
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unless we consistently hold each other accountable, the goal naturally disintegrates in the whirlwind.
~ The 4 Disciplines of Execution, Sean Covey
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In other words:• They knew the goal (Discipline 1)• They knew what to do to achieve the goal (Discipline 2)• They knew the score at all times (Discipline 3)• They held themselves accountable regularly and frequently for the results (Discipline 4)
~ The 4 Disciplines of Execution, Sean Covey
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The
~ The 4 Disciplines of Execution, Sean Covey
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Discipline 1: Focus on the Wildly Important The first discipline is to focus your finest effort on the one or two goals that will make all the difference, instead of giving mediocre effort to dozens of goals.
~ The 4 Disciplines of Execution, Sean Covey
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Focusing on the wildly important means narrowing the number of goals you are attempting to accomplish beyond the day-to-day demands of your whirlwind.
~ The 4 Disciplines of Execution, Sean Covey
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Discipline 1 is about applying more energy against fewer goals because, when it comes to setting goals, the law of diminishing returns is as real as the law of gravity.
~ The 4 Disciplines of Execution, Sean Covey
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human beings are genetically hardwired to do one thing at a time with excellence.
~ The 4 Disciplines of Execution, Sean Covey
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“Improving our ability to multitask actually hampers our ability to think deeply and creatively… the more you multitask… the less deliberative you become; the less you’re able to think and reason out a problem,” says Jordan Grafman of the National Institute of Neurological Disorders and Stroke in the USA.6
~ The 4 Disciplines of Execution, Sean Covey
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for the air traffic controller, only one airplane is wildly important right now—the one that’s landing at this moment. The controller is aware of all the other planes on the radar. She’s keeping track of them, but right now all her talent and expertise is solely focused on one flight.
~ The 4 Disciplines of Execution, Sean Covey
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That doesn’t mean you abandon all your other important goals. They’re still on your radar, but they don’t require your finest diligence and effort right now.
~ The 4 Disciplines of Execution, Sean Covey
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some of those goals might never be worthy of your finest diligence and effort—some of them never should have taken off in the first place!)
~ The 4 Disciplines of Execution, Sean Covey
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Even though you know that more is not better, it looks better, especially to the person above you.
~ The 4 Disciplines of Execution, Sean Covey
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the greatest challenge you face in narrowing your goals is simply that it requires you to say no to a lot of good ideas.
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Focus on just a couple priorities. More forces you to multitask, which prevents from being deep.
Say no to the rest. Resist looking busy for being purposeful
—
focus
~ The 4 Disciplines of Execution, Sean Covey
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Because the urgent priorities in your whirlwind are always competing to be the most important and a very good argument can usually be made for choosing any one of them.
~ The 4 Disciplines of Execution, Sean Covey
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80 percent of your team’s energy will still be directed at sustaining the whirlwind,
~ The 4 Disciplines of Execution, Sean Covey
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new leader asked everyone to ponder the mission of the organization:
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Finding a WIG can be achieved by determining the mission of the company, and finding what is preventing from achieving it
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mission
~ The 4 Disciplines of Execution, Sean Covey
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Rule #1: No team focuses on more than two WIGs at the same time.
~ The 4 Disciplines of Execution, Sean Covey
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Rule #2: The battles you choose must win the war.
~ The 4 Disciplines of Execution, Sean Covey
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It isn’t enough that the lower-level WIGs support or align with the higher WIGs. The lower-level WIGs must ensure the success of the higher WIGs.
~ The 4 Disciplines of Execution, Sean Covey
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“What are the fewest number of battles necessary to win this war?”
~ The 4 Disciplines of Execution, Sean Covey
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Rule #3: Senior leaders can veto, but not dictate.
~ The 4 Disciplines of Execution, Sean Covey
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While the senior leaders will undoubtedly determine the top-level WIG, they must allow the leaders at each level below to define the WIGs for their teams.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Hierarchy of goals - leaders choose top level wigs, then team leaders choose local WIGs.
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the senior leader’s choice of the overall WIG brings clarity (top down), and allowing the leaders and teams below to choose their WIGs (bottom up) brings engagement.
~ The 4 Disciplines of Execution, Sean Covey
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Rule #4: All WIGs must have a finish line in the form of from X to Y by when.
~ The 4 Disciplines of Execution, Sean Covey
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This from X to Y by when format recognizes where you are today, where you want to go, and the deadline for reaching that goal.
~ The 4 Disciplines of Execution, Sean Covey
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These goals lack the measurement that can tell the team when they’ve won the game.
~ The 4 Disciplines of Execution, Sean Covey
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The formula from X to Y by when makes that possible.
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Specify WIG with precise measure; starting point and target, with date
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sounded like many of the goals you hear in business today: “Become world class…” or “Lead the industry…”
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Example of result changing WIG: NASA had no results until Kennedy gave them a WIG: put humans on the moon before decenny end
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NASA
~ The 4 Disciplines of Execution, Sean Covey
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Too
~ The 4 Disciplines of Execution, Sean Covey
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Too many organizational goals are hazy and imprecise, leaving people wondering “what” they are supposed to do and “how” they are supposed to do it.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
From vague strategic directions to organized , measurable hierarchy of goals
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Discipline 2: Act on the Lead Measures
~ The 4 Disciplines of Execution, Sean Covey
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The second discipline is to apply disproportionate energy to the activities that drive your lead measures. This provides the leverage for achieving the lag measures.
~ The 4 Disciplines of Execution, Sean Covey
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Discipline 2 then defines the leveraged actions that will enable the team to achieve that goal.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The second discipline is to put pressure on lead measures that achieve WIGs
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While a lag measure is hard to do anything about, a lead measure is virtually within your control.
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Lag metrics are the outcome but hard to control. Lead metrics are directly under control an tell if lag metrics will likely be achieved
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Long-term plans created by most organizations are often too rigid. They lack the ability to adapt to the constantly changing needs and environment of the business.
~ The 4 Disciplines of Execution, Sean Covey
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Discipline 2 requires you to define the daily or weekly measures, the achievement of which will lead to the goal. Then, each day or week, your team identifies the most important actions that will drive those lead measures. In this way, your team is creating a just-in-time plan that enables them to quickly adapt, while remaining focused on the WIG.
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Instead of doing a rigid plan, define the lead metrics to be measured and define on a cadence how to impact them
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A lag measure is the measurement of a result you are trying to achieve.
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Lag measures are the target being achieved, are hard to control. Lag metrics are predictive of the result, and influenceable. One is sort of derivative of the other
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a lead measure is predictive,
~ The 4 Disciplines of Execution, Sean Covey
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a lead measure is influenceable;
~ The 4 Disciplines of Execution, Sean Covey
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understanding lead measures will be one of the most important insights you take from this book.
~ The 4 Disciplines of Execution, Sean Covey
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the school is likely to do better if it tracks data on time spent reading or in tutoring (lead measures) rather than hope and pray that the reading scores (lag measures) will rise of their own accord.
~ The 4 Disciplines of Execution, Sean Covey
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First, lag measures are the measures of success; they are the results you have to achieve. Second, data on lag measures is almost always much easier to obtain and more visible than data on lead measures.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Data on lead measures is usually harder to get than data on lag measure
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managing a company by looking at financial data (lag measures) is the equivalent of “driving a car by looking in the rearview mirror.”12
~ The 4 Disciplines of Execution, Sean Covey
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monthly production isn’t any more influenceable by your teams than annual production.
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
a more granular lag metric (eg monthly instead of yearly) is still a lag metric
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“We’re constantly running shifts without full crews and we have way too much machine downtime. Those are the two main things that keep us from producing more water.”
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
example of hierarchy for lag "increase production" -> "reduce downtime" -> increase compliance of preventive maintenance by x%
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strategic bet
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
lead metrics are tactical bets on how to accomplish lag metric
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Richard Koch, in business, “The mass of activity will always be pointless, poorly conceived, badly directed, wastefully executed, and largely beside the point. A small portion of activity will always be terrifically effective.…
~ The 4 Disciplines of Execution, Sean Covey
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The pressure to achieve the year-over-year lag measure was so strong, managers were screaming at everyone, “Sell more! Sell more!” All of their energy was poured into raising transaction averages (a lag measure) with no specific idea of what to do differently.
~ The 4 Disciplines of Execution, Sean Covey
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became maniacally focused on the three lead measures,
~ The 4 Disciplines of Execution, Sean Covey
—
~ The 4 Disciplines of Execution, Sean Covey
Identify what does work, set these as lead metrics , and get the team to maniacly focus on these
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They were certain that enforcing these six standards at high levels of compliance would be both predictive and influenceable in reducing accidents.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
use data to determine what the issue actually is, then find actions tailored to fixing that, and measure this
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In the middle of that whirlwind, checking for safety compliance might not seem “wildly important” to a construction foreman. However, because reducing safety incidents was the wildly important goal, and because safety compliance was the primary leverage point for achieving it, they made it happen week after week.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Focusing on lead metrics in the whirlwind of urgency might seem unimportant (note - that's the neverending battle of P/PC)
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The preflight checklist is a perfect example of what we mean by a high-leverage activity.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
For crashlike issues, a checklist is a good lead measure
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it’s a game he and his team can win, and now he’s engaged.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Improving the lead metric must be a game the team can win
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Discipline 3: Keep a Compelling Scoreboard
~ The 4 Disciplines of Execution, Sean Covey
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The third discipline is to make sure everyone knows the score at all times, so that they can tell whether or not they are winning. This is the discipline of engagement.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
3rd discipline is to keep everyone engaged by showing a score board telling if you are winning
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a great team can’t function without a scoreboard that compels action. Without it, energy dissipates, intensity lags, and the team goes back to business as usual.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Without a scoreboard engagement towards lead metrics dies in the whirlwind
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In implementing Discipline 3, you and your team need to build a players’ scoreboard, one that’s designed solely to engage the players on your team to win.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The scoreboard is meant for the players, not the coach
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Coaches need this data to manage the game, but the scoreboard on the field shows only the data needed to play the game.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Characteristic #1: simple scoreboard. Coach might need more to do their job, but players only need to understand if they are winning
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It has to be visible to the team.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
- #2 visible and obvious
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It should show both the lead and lag measures.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
- #3: show lead and lag - help the team see that the et is payin off, and the purpose of what they are doing
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It has to tell you immediately if you are winning or losing.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
- #4 - it must tell if you are winning
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One of the most demoralizing aspects of life in the whirlwind is that you don’t feel you can win.
~ The 4 Disciplines of Execution, Sean Covey
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with 4DX, not only do you create a game for your team, you create a winnable game.
~ The 4 Disciplines of Execution, Sean Covey
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the secret to that game being winnable is the relationship between the lead and lag measures that plays out on the scoreboard every day.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The game needs to be winnable
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The fourth discipline is to create a cadence of accountability, a frequently recurring cycle of accounting for past performance and planning to move the score forward.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Dscipline 4 is to create a cadence of accountability
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Great teams operate with a high level of accountability.
~ The 4 Disciplines of Execution, Sean Covey
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in a 4DX organization, accountability means making personal commitments to the entire team to move the scores forward and then following through in a disciplined way.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Accountability is making a personal committment to the team to move the score forward
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focus of the WIG session is simple: to hold each other accountable for taking the actions that will move the lead measures,
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Wig sessions - hold each other accountable in the whirlwind to do the actions that contribute to the lead metrics
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the whirlwind is never allowed into a WIG session.
~ The 4 Disciplines of Execution, Sean Covey
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Keeping your WIG sessions to twenty to thirty minutes is a standard to strive for.
~ The 4 Disciplines of Execution, Sean Covey
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three-part agenda for a WIG session
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Wig session agenda -
- accountabilty: report on committments
- review the lag and lead metrics and discuss essons learned
- discuss how the path can be cleared
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LINK:http//www.4dxbook.com/qr/WIGSession
~ The 4 Disciplines of Execution, Sean Covey
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“What are the one or two most important things I can do this week to impact the lead measures?”
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
team members should ask themselves "what can i do this week to impact the lead measures"
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measures?”
~ The 4 Disciplines of Execution, Sean Covey
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By keeping their weekly commitments, team members influence the lead measure, which in turn is predictive of success on the lag measure of the WIG.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
quote
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If the lead measures aren’t moving the lag, the team brings creative thinking to the table, suggesting new hypotheses to try.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The WIG session is a good time o review what works and what doesn't, and try new deas if lead doesnt move lag
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First, the commitment must represent a specific deliverable.
~ The 4 Disciplines of Execution, Sean Covey
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Second, the commitment must influence the lead measure.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Committment is a precise deliverable and impacts te lead metric
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However, what you ultimately want is for each member of your team to take personal ownership of the commitments they make.
~ The 4 Disciplines of Execution, Sean Covey
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The vast majority of your energy will still be spent managing your day-to-day priorities,
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Commitments to the wig is only 20% of the week
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low engagement? In his book The Three Signs of a Miserable Job, Patrick Lencioni describes brilliantly three reasons individuals disengage from work. 1. Anonymity: They feel their leaders don’t know or care what they are doing. 2. Irrelevance: They don’t understand how their job makes a difference. 3. Immeasurement: They cannot measure or assess for themselves the contribution they are making.21
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Three signs of a miserable job: anonymity, irrelevance, immeasurement
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accountability to a weekly commitment that you yourself made
~ The 4 Disciplines of Execution, Sean Covey
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The annual goal-setting process usually begins with the creation of a master plan for the year, focused on a large number of objectives. Then each objective is broken down into the many projects, milestones, tasks, and subtasks that must be accomplished over the coming months for the plan to succeed.
~ The 4 Disciplines of Execution, Sean Covey
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However, in Discipline 4, the team plans weekly against their lead measures, in essence, creating a just-in-time plan based on commitments that they could not have imagined at the beginning of the month, let alone the beginning of the year.
~ The 4 Disciplines of Execution, Sean Covey
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your team is now officially playing not to lose instead of playing to win and there is a big difference. Simply put, 4DX gets an organization playing to win!
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
When big upfront plans are set rather than common metrics, teams play defensive to protect achievment of the plan, rather than collaborative to achieve the goal
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Be a model of focus on the wildly important goal(s).• Identify high-leverage lead measures.• Create a players’ scoreboard.• Schedule WIG sessions at least weekly and hold them.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Priorities as a leader are simple: model focusing on wig, set impactful lead metrics, create scoreboard, accountability meetings
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launch phase of 4DX is not guaranteed to go smoothly.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
some will conform, so
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Recognize that adoption of the new 4DX process will take time.
~ The 4 Disciplines of Execution, Sean Covey
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Marilyn had created a game that mattered, and now her team was playing to win.
~ The 4 Disciplines of Execution, Sean Covey
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Resisters. The resisters are the opposite. When you introduce 4DX, some will immediately tell you why it won’t work and how impossible it will be to implement given the demands of their whirlwind.
~ The 4 Disciplines of Execution, Sean Covey
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Many teams have multiple goals—sometimes dozens, all of which are priority one. Of course, that means that nothing is priority one.
~ The 4 Disciplines of Execution, Sean Covey
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Ideally, both the leader and the team participate in defining the WIGs. Only the leader can provide clarity about what matters most.
~ The 4 Disciplines of Execution, Sean Covey
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Avoid the trap of selecting WIGs that improve the team’s performance but might have little to do with achieving the overall WIG.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Select team wig that is the most impactful for the overall wig
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Is the Team WIG aligned to the overall WIG?• Is it measurable?• Who owns the results—our team or some other team?• Who owns the game—the team or the leader?
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Validate the wig - is it measurable, is it in line with overall wig, who owns the game: our team or another; who plays the game: team or leader
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Begin with a verb.• Define the lag measure in terms of X to Y by When.• Keep it simple.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
WIG starts with a verb, has dates, defines a lag metric, focus on what, not how
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Focus on what, not how.
~ The 4 Disciplines of Execution, Sean Covey
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We want to be very careful here. We’re not advocating goals that are easy to reach. Set a goal that challenges the team to rise to their highest level of performance but not beyond it.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Set challenging goal, but that are doable
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The deliverable for Discipline 1 is a team WIG and lag measure.
~ The 4 Disciplines of Execution, Sean Covey
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With projects, it’s far better to establish a lag measure that relates to the business outcome the project is designed to meet.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
If goal is completion of project, find a lag that is a business outcome
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Both types of lead measures are equally valid applications of Discipline 2 and are powerful drivers of results.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Lead measures can be a small outcome (something on which the team can have an impact however they want) or a behavioral change (something they need to do)
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it predictive?• Is it influenceable?• Is it an ongoing process or a “once and done”?• Is it a leader’s game or a team game?• Can it be measured?• Is it worth measuring?
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Test for lead measures - predictive, influenceable, ongoing, team focused, measurable
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it’s essential that the level of performance go up significantly beyond where it is today.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Pick leads that are significantly better than what you have today
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START WITH A VERB?
~ The 4 Disciplines of Execution, Sean Covey
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simplicity is the key
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Keep score board simple
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TELL AT A GLANCE IF WE’RE WINNING?
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
It tells ar a glance if we are winning
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Review the Scoreboard– reinforcing their accountability for results. 2. Report on Last Week’s Team Commitment— making a single team commitment to raise their performance. 3. Make Commitments for the Coming Week
~ The 4 Disciplines of Execution, Sean Covey
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Don’t waste time on peripheral activities.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Commitments need to be important, personal , only 1 or 2
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Commitments are unconditional.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
quote
dont let commitments slip
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what is the one thing, just one thing, you could do that would have the biggest impact on the store-conditions scoreboard this week?”
~ The 4 Disciplines of Execution, Sean Covey
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Deep down, everyone wants to win. Everyone wants to contribute to goals that really matter. It’s so disheartening to push and push day in and day out and wonder if you’re making a difference.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
4dx gives a way to link work to results
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Discipline 4 keeps your team in the game every week,
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The goal of discipline 4 is to keep the team in the game
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~ The 4 Disciplines of Execution, Sean Covey
team.my4dx.com
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team.my4dx.com.
~ The 4 Disciplines of Execution, Sean Covey
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From an organizational perspective, the leader’s job is to “get the red out,” starting from the right with WIG sessions and moving to the left toward achieving the WIGs themselves.
~ The 4 Disciplines of Execution, Sean Covey
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implemented the 4 Disciplines in more than seven hundred Marriott hotels over the next two years,
~ The 4 Disciplines of Execution, Sean Covey
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realize that it’s harder to implement the 4 Disciplines in an organization that’s already very successful.
~ The 4 Disciplines of Execution, Sean Covey
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the senior leader must focus on holding all leaders accountable.
~ The 4 Disciplines of Execution, Sean Covey
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Communicate openly and often to the front line.
~ The 4 Disciplines of Execution, Sean Covey
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Make sure people know that it is the work on the front line that matters most.
~ The 4 Disciplines of Execution, Sean Covey
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Focus on raising the performance of your B-level leaders to that of your top performers.
~ The 4 Disciplines of Execution, Sean Covey
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Focusing the Organization on the Wildly Important
~ The 4 Disciplines of Execution, Sean Covey
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RULES FOR DISCIPLINE 1 1 No more than 1 to 3 WIGs per person at the same time. 2 The battles have to win the war. 3 You can veto, but don’t dicatate. 4 A WIG must have a finish line (from x to y by when).
~ The 4 Disciplines of Execution, Sean Covey
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Creating focus is never simple for any organization; it only looks simple once it’s been accomplished.
~ The 4 Disciplines of Execution, Sean Covey
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It’s likely that you have your own list and no matter how often you try to simplify it, this dizzying list of priorities feels overwhelming.
~ The 4 Disciplines of Execution, Sean Covey
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“If every other area of our operation remained at its current level of performance, which one area would we want to improve the most?”
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Focus on the wildly important: avoid the question "what's our top priority, instead answer: if everything staid the same, what one area would we want to see progress?
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avoid asking the question, “What’s our most important priority?” This question will only result in a never-ending debate.
~ The 4 Disciplines of Execution, Sean Covey
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The primary reason for this is that the experience of the guest literally impacted every other aspect of their business, from revenue to market share.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The wildly important will most likely impact the entire business
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A high-level WIG is a serious organizational commitment, so leadership teams are often more than a little hesitant to make a choice.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Picking a WiG i a committment which is why it's ard to do
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chooses a highest-level WIG from one of three areas: financial, operational, or customer satisfaction.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Wig are usually financial (increase a financial result) operational (get better at something) or customer satisfaction oriented
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The highest-level WIG for your organization is not your mission statement. It’s also not your vision, nor does it often represent your entire organizational strategy.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The wig does not represent the company's vision or mission statement. instead it is a laser focus on an area of transformation
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~ The 4 Disciplines of Execution, Sean Covey
Diagram to extract
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If
~ The 4 Disciplines of Execution, Sean Covey
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how few were needed to ensure success.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Among dozens of possible wars, which are the few battles critical to win
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If the battles won’t win the war, you haven’t created an effective strategy or a winnable game.
~ The 4 Disciplines of Execution, Sean Covey
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seventy-five different operating teams across the hotel were now able to leverage the clarity and direction the leadership team had provided by choosing their own team WIG that would ensure victory in one of the three battles
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Wig is supprted by battles ~3 lag metrics which are used as lever to win the war. Lags are accomplished by teams defining teir wig based on that
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Too
~ The 4 Disciplines of Execution, Sean Covey
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Too many organizational goals are hazy and imprecise, leaving people wondering “what” they are supposed to do and “how” they are supposed to do it.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
diagram - hierarchy of objectives
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A
~ The 4 Disciplines of Execution, Sean Covey
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The problem is that the whirlwind is waiting for you the moment the training session is over. By the time you’ve caught up on the backlog of issues that arose while you were in training, the excitement and momentum you felt for the new concepts are often lost.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
The whirlwind is the biggest factor of failure. Accountability and cadence is key to success
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4 Disciplines must be implemented with intact teams.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
requires the whole org to be in to have impact
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The 4 Disciplines must be implemented by the leader.
~ The 4 Disciplines of Execution, Sean Covey
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senior leaders may offer counsel or even veto a team WIG, but they must not dictate what the team WIG should be—only the leader of the team should choose it.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Wig of the team must be picked by the team, not the senior leader
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Coming up with predictive and influenceable lead measures is a complex task that often requires multiple attempts.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
lead measures are the hardest to pick
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Quarterly summits.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
report quarterly on top wig achievement
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The absence of a goal that really matters.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
smell: absence of goal that really matters
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The lack of full commitment from the senior leader.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
smell: sr leader not committed
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How do you handle the resisters on a team?
~ The 4 Disciplines of Execution, Sean Covey
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Most often, 4DX starts somewhere in the middle.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
4dx usually starts t middle of org
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We have always found that it is much easier and more effective for the support organizations to choose their WIGs after the line functions (sales, production, and operations) choose theirs. If the line functions are clear on their wildly important goals, a support function can choose WIGs to help enable the achievement of the line WIGs.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
for support organization, pick wig that helps line functions to accomplish theirs
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Remember that a WIG is like a strategic bet.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
wigs remain ets, they can be wrong
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Then, set a new WIG for the remaining period of time with a new X to Y.
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
if goal is accomplished early , FIRST celebrate succes; THEN set a new one
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Here’s a fun scoreboard created by one of our clients who wanted to lose eighty pounds in a six-month period before his son’s high-school graduation. His lead measures:
~ The 4 Disciplines of Execution, Sean Covey
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~ The 4 Disciplines of Execution, Sean Covey
Control system obviously woks for personal goals, between lag, lead, scoreboard and accountability