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    4dx Resume

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    Aria Imam Ambara
    The document discusses four disciplines for effective execution: 1. Focus on one or two Wildly Important Goals (WIGs) that will be the highest priorities. This focuses effort and prevents trying to do too many things. 2. Identify lead measures that are predictive of achieving the goal and can be influenced by the team. Acting on the lead measures becomes the key to success. 3. Create a simple scoreboard that shows if the team is winning or losing. This drives engagement through transparency and accountability. 4. Establish a regular cadence of accountability meetings, ideally weekly, where team members commit to specific actions and report on progress. This creates adaptation and momentum toward the

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    4dx Resume

    Uploaded by

    Aria Imam Ambara
    285 views27 pages
    The document discusses four disciplines for effective execution: 1. Focus on one or two Wildly Important Goals (WIGs) that will be the highest priorities. This focuses effort and prevents trying to do too many things. 2. Identify lead measures that are predictive of achieving the goal and can be influenced by the team. Acting on the lead measures becomes the key to success. 3. Create a simple scoreboard that shows if the team is winning or losing. This drives engagement through transparency and accountability. 4. Establish a regular cadence of accountability meetings, ideally weekly, where team members commit to specific actions and report on progress. This creates adaptation and momentum toward the

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    The document discusses four disciplines for effective execution: 1. Focus on one or two Wildly Important Goals (WIGs) that will be the highest priorities. This focuses effort and prevents trying to do too many things. 2. Identify lead measures that are predictive of achieving the goal and can be influenced by the team. Acting on the lead measures becomes the key to success. 3. Create a simple scoreboard that shows if the team is winning or losing. This drives engagement through transparency and accountability. 4. Establish a regular cadence of accountability meetings, ideally weekly, where team members commit to specific actions and report on progress. This creates adaptation and momentum toward the

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    285 views27 pages

    4dx Resume

    Uploaded by

    Aria Imam Ambara
    The document discusses four disciplines for effective execution: 1. Focus on one or two Wildly Important Goals (WIGs) that will be the highest priorities. This focuses effort and prevents trying to do too many things. 2. Identify lead measures that are predictive of achieving the goal and can be influenced by the team. Acting on the lead measures becomes the key to success. 3. Create a simple scoreboard that shows if the team is winning or losing. This drives engagement through transparency and accountability. 4. Establish a regular cadence of accountability meetings, ideally weekly, where team members commit to specific actions and report on progress. This creates adaptation and momentum toward the

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    © All Rights Reserved
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    Download as ppt, pdf, or txt
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    The key takeaways are focusing on the wildly important through selecting one or two goals, acting on lead measures to track progress on goals, and creating accountability through regular meetings.

    WIGs are extremely important goals that a team selects to focus on, with no more than two at a time, in order to achieve more.

    A good lead measure is predictive of achieving the goal and can be influenced by team members.

    CHANGE HOW YOU THINK

    WE DO WHAT WE THINK, WE GET WHAT WE DO, WE THINK WHAT


    WE SEE, HEAR AND LEARN
    IDEAS AND CAPACITY
    DISCIPLINE 1
    1. FOCUS ON THE WILDLY IMPORTANT

    Basically, the more you try to do, the less you actually accomplish. There will
    always be more good ideas than you and your team have the capacity to
    execute. That’s why your first challenge is to focus on the wildly important.

    Discipline 1: Focus on the Wildly Important requires you to go against your


    basic wiring as a leader and focus on less, so that your team can achieve more.
    When you implement Discipline 1, you start by selecting one, or at the most, two
    extremely
    important goals, instead of trying to significantly improve everything all at once.
    We call this a Wildly Important Goal (WIG), to make it clear to the team that this
    is the goal that matters most. Failure to achieve it will make every other
    accomplishment
    seem secondary, or possibly even inconsequential. If you’re currently trying to
    execute 5, 10, or even 20 important goals, the truth is that your team can’t focus.

    When you narrow the focus of your team to one or two Wildly Important Goals,
    the team can easily distinguish between what is truly top priority and what is the
    “Whirlwind.” They move from a lloosely defined and difficult-to-communicate
    collection of objectives to a small, focused set of targets that are achievable.
    WHIRLYWIND AND GOALS
    WILDLY IMPORTANT GOAL
    WIG RULES

    Rule #1: No team focuses on more


    than two WIGs at the same time.

    Rule #2: The battles you choose


    must win the war.

    Rule #3: Senior leaders can veto,


    but not dictate

    Rule #4: All WIGs must have a


    !nish line in the form of X to Y by
    when
    NASA 1969
    DISCIPLINE 2
    2. ACT ON THE LEAD MEASURE

    Whatever strategy you’re pursuing, your progress and your success will be based on
    two kinds of measures: lag and lead.

    Lag measures are the tracking measurements of the Wildly Important Goal. Revenue,
    profit, market share, and customer satisfaction are all lag measures, meaning that
    when you receive them, the performance that drove them is already in the past and
    cannot be fixed.

    Lead measures measure the most high-impact things your team must do to reach the
    goal—the new behaviors that will drive success on the lag measures.

    A good lead measure has two basic characteristics: it’s predictive of achieving the
    goal and it can be influenced by the team members. Consider the simple goal of losing
    weight. While the lag measure is pounds lost, two lead measures might be a specific
    limit on calories per day and a specific number of hours of exercise per week. These
    lead measures are predictive because by performing them, you can predict what the
    scale (the lag measure) will tell you next week. They are influenceable because both of
    these new behaviors are within your control.

    Acting on the lead measures is one of the little-known secrets of execution. Once
    you’ve identified your lead measures, they become the key leverage points for
    achieving your goal.
    2. ACT ON THE LEAD MEASURE
    2. ACT ON THE LEAD MEASURE
    DISCIPLINE 3
    3. KEEP A COMPELLING SCOREBOARD

    People play differently when they’re keeping score. However, the truth of this
    statement is more clearly revealed by a change in emphasis: People play
    differently when they are keeping score. It’s not about you keeping score for
    them.

    Discipline 3 is the discipline of engagement. In principle, the highest level of


    performance always comes from people who are emotionally engaged. And,
    the highest level of engagement comes from knowing the score—that is, if
    people know whether they are winning or losing. This requires the creation of
    a simple but compelling scoreboard.

    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. It
    must be simple so that members of the team can determine instantly if they
    are winning or losing. If the scoreboard isn’t clear, the game you want people
    to play will be abandoned in the Whirlwind of other activities. And if your team
    doesn’t know whether or not they are winning the game, they are probably on
    their way to losing.
    3. KEEP A COMPELLING SCOREBOARD
    3. KEEP A COMPELLING SCOREBOARD

    SCOREBOARD YANG BAIK :

    1. Apakah Sederhana
    2. Apakah saya bisa melihatnya dengan mudah
    3. Apakah scoreboardnya memperlihatkan LAG dan LEAD
    measure
    4. Dengan melihatnya sekilas apakah bisa saya mengetahui
    apakah saat ini saya menang.
    DISCIPLINE 4
    4. CREATE A CADENCE OF ACCOUNTABILITY …

    Discipline 4 is where execution really happens. The first three disciplines set up
    the game, but until you apply Discipline 4, your team isn’t in the game. It is
    based on the principle of accountability: that unless we consistently hold each
    other accountable, the goal naturally disintegrates in the Whirlwind.

    The cadence of accountability is a rhythm of regular and frequent meetings of


    any team that owns a Wildly Important Goal. These meetings happen at least
    weekly and ideally last no more than 20 to 30 minutes. In that brief time, team
    members hold each other accountable for producing results, despite the
    Whirlwind.

    The magic is in the cadence. Team members must be able to hold each other
    accountable regularly and rhythmically. Each week, one by one, team members
    answer a simple question: “What are the one or two most important things I can
    do in the next week, outside the Whirlwind, that will have the biggest impact on
    the scoreboard?” Then, members report on whether they met the previous
    week’s commitments, how well they are moving the lead and lag measures on
    the scoreboard, and their commitments for the coming week, all in only a few
    minutes.
    4. CREATE A CADENCE OF ACCOUNTABILITY …2)

    The secret to Discipline 4, in addition to the repeated cadence, is that team


    members create their own commitments. Because they make their own
    commitments, their ownership of them increases. Team members will
    always be more committed to their own ideas than they will to orders from
    above. Making commitments to their team members, rather than solely to
    the boss, shifts the emphasis from professional to personal. The
    commitments go beyond their job performance to becoming promises to the
    team.

    Because the team commits to a new set of objectives each week, this
    discipline creates a just-in-time weekly execution plan that adapts to
    challenges and opportunities that can never be foreseen in an annual
    strategic plan. In this way, the plan is adapting as fast as the business is
    changing. The result? The team can direct enormous energy to the Wildly
    Important Goal without getting blocked by the shifting Whirlwind of change
    all around them. When your team begins to see the lag measure of a big goal
    moving as a direct result of their efforts, they will know they are winning.
    And, we have found nothing drives the morale and engagement of a team
    more than winning.
    4. CREATE A CADENCE OF ACCOUNTABILITY
    WIG SESSION
    WIG SESSION
    WIG SESSION
    CHANGE MANAGEMENT 4DX

    Tahapan Instalasu ke TIM :


    1. Kejelasan
    • Menjadi model
    • Identifikasi lead measure
    • Membuat scoreboard
    • WIG Session 1x/pekan 5. Kebiasaan
    • Rayakan pencapaian WIG
    2. Peluncuran • Beralih ke WIG baru
    • Fokus dan energy • Bantu anggota berkinerja
    • Laksanakan dg tekun unggul
    • Identifikasi penghalang
    3. Adopsi
    • Taat pada proses baru hasil
    • Komitmen tg jawab
    • Pantau hasil scoreboard
    • Lakukan penyesuaian 4. Optimalisasi
    • Dukung anggota – pelatihan • Hargai gagasan kreatif
    • Jawab terus terang pada resistor • Tindak lanjut dan rayakan sukses
    • Dorong anggota tim buat jalan
    SAAT INI

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