Scribd Logo
Upload

Welcome to Scribd!

  • 897 views

    4dx Crash Course

    Uploaded by

    api-426946769
    The document summarizes the key concepts of the 4 Disciplines of Execution framework. It discusses: 1) The first discipline is to Focus on the Wildly Important by identifying no more than 2 Wildly Important Goals (WIGs) that will make the biggest difference, and ensuring all other goals support achieving the WIGs. 2) The second discipline is to Act on the Lead Measures by focusing time and effort on the key lead measures that predict achievement of the WIGs and that can be influenced, rather than lag measures. 3) The third discipline is to Keep a Compelling Scoreboard that tracks progress on lead and lag measures simply and visibly for the whole team.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd

    4dx Crash Course

    Uploaded by

    api-426946769
    897 views42 pages
    The document summarizes the key concepts of the 4 Disciplines of Execution framework. It discusses: 1) The first discipline is to Focus on the Wildly Important by identifying no more than 2 Wildly Important Goals (WIGs) that will make the biggest difference, and ensuring all other goals support achieving the WIGs. 2) The second discipline is to Act on the Lead Measures by focusing time and effort on the key lead measures that predict achievement of the WIGs and that can be influenced, rather than lag measures. 3) The third discipline is to Keep a Compelling Scoreboard that tracks progress on lead and lag measures simply and visibly for the whole team.

    Original Title

    4dx crash course

    Copyright

    © © All Rights Reserved

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document summarizes the key concepts of the 4 Disciplines of Execution framework. It discusses: 1) The first discipline is to Focus on the Wildly Important by identifying no more than 2 Wildly Important Goals (WIGs) that will make the biggest difference, and ensuring all other goals support achieving the WIGs. 2) The second discipline is to Act on the Lead Measures by focusing time and effort on the key lead measures that predict achievement of the WIGs and that can be influenced, rather than lag measures. 3) The third discipline is to Keep a Compelling Scoreboard that tracks progress on lead and lag measures simply and visibly for the whole team.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    897 views42 pages

    4dx Crash Course

    Uploaded by

    api-426946769
    The document summarizes the key concepts of the 4 Disciplines of Execution framework. It discusses: 1) The first discipline is to Focus on the Wildly Important by identifying no more than 2 Wildly Important Goals (WIGs) that will make the biggest difference, and ensuring all other goals support achieving the WIGs. 2) The second discipline is to Act on the Lead Measures by focusing time and effort on the key lead measures that predict achievement of the WIGs and that can be influenced, rather than lag measures. 3) The third discipline is to Keep a Compelling Scoreboard that tracks progress on lead and lag measures simply and visibly for the whole team.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 42
    At a glance
    Powered by AI
    The key takeaways are focusing on the wildly important goals, acting on lead measures, keeping a compelling scoreboard, and creating a cadence of accountability.

    One of the main challenges with execution is balancing urgent and important tasks. Important tasks that are not urgent require change and building long term capability but are often neglected in favor of urgent tasks.

    The four breakdowns in execution are lack of focus, lack of engagement, lack of tracking progress, and lack of accountability.

    The 4 Disciplines of

    Execution
    Crash Course

    Closing the Execution Gap


    It’s one thing to come up with great strategies and goals,
    but it’s quite another to actually get them done. This is
    called the execution gap. —Stephen R. Covey
    Agenda

    • Team Activity

    • Explanation of the 4 Disciplines

    • Questions

    • Closing Thoughts and Actions –


    Julie Wood

    i 1 2 3 4
    Team Activity

    Build a tower that will support an inflated


    balloon:
    • Built entirely from spaghetti and
    marshmallows
    • Must be freestanding
    • Inflated balloon has to attach to the
    top

    i 1 2 3 4
    What Is Execution?

    The discipline of getting the most


    ‪

    important things done.

    i 1 2 3 4
    Execution Challenge

    “70% of strategic failures come from


    poor
    Whyexecution … it’sSo
    rarely for lack of
    ‪

    is Execution Challenging?
    smarts or vision.”
    —Ram Charan

    i 1 2 3 4
    Two Reasons Why

    Work Goals
    Important
    ‪ Important
    ‪

    Urgent
    ‪ Not Urgent
    ‪

    Acts on you
    ‪ You act on it
    ‪

    Habitual
    ‪ Requires Change
    ‪

    Keeps the engine


    ‪ Builds capability for the
    ‪

    running today future

    i 1 2 3 4
    The 4 Breakdowns in Execution

    i 1 2 3 4
    What Is Discipline?

    A consistent regimen that leads to


    ‪

    freedom of action.

    i 1 2 3 4
    The 4 Disciplines of Execution

    i 1 2 3 4
    Discipline 1

    Focus on the
    Wildly Important

    “The enemy of the great is the


    ‪

    good.”

    i 1 2 3 4
    Focus on the Wildly Important

    Highly effective individuals are totally clear on


    ‪

    their Wildly Important Goal(s).

    i 1 2 3 4
    Wildly Important Goals (WIGs)

    What is an important goal?


    ‪

     A goal with significant consequence and value.

    What is a Wildly Important Goal?


    ‪

     A goal that makes all the difference. Failure


    to achieve this goal renders any other
    achievements inconsequential.

    i 1 2 3 4
    Focus on Less to Achieve More

    NUMBER OF GOALS
    (in addition to the whirlwind) 2-3 4-10 11-20

    GOALS ACHIEVED
    WITH EXCELLENCE 2-3 1-2 0

    Principle:
    There are always going to be more good ideas
    than there is capacity to execute.
    i 1 2 3 4
    Battles Must Win The War

    • The only reason you fight


    a battle is to win the war.
    • WIGs at the lower level in WIG War

    the organization help


    achieve the higher level
    WIG WIG WIG Battles
    WIGs.
    • Lower level WIGs must
    ensure the success of the
    higher WIGs.

    i 1 2 3 4
    WIGs Are Not Dictated

    • WIGs should not be dictated by senior


    leadership (can veto, but not dictate)

    • Your front line moves your bottom line

    • Team buy-in creates better engagement

    i 1 2 3 4
    How to Structure a WIG

    A measure tells you if you have achieved your


    ‪

    goal.

    From X to Y by When
    ‪

    A measure consists of:


    ‪

     Performance gap: from X to Y.


     Gap-closure timeframe: by When.

    i 1 2 3 4
    Getting The Right WIG

    “I believe that this nation


    should commit itself to
    achieving the goal, before this
    decade is out, of landing a
    man on the moon and
    returning him safely to the
    earth”
    –John F. Kennedy

    i 1 2 3 4
    NASA’s‪WIG

    MAN ON THE
    MOON War

    NAVIGATION PROPULSION LIFE-SUPPORT Battles

    i 1 2 3 4
    Rules for Discipline 1

    1. No team focuses on more


    than two WIGs at the same
    time.
    WIG War
    2. The battles you choose must
    win the war. WIG WIG WIG Battles

    3. Senior leaders can veto, but


    not dictate.

    4. All WIGs must have a finish


    line in the form of from X to
    Y by when.

    i 1 2 3 4
    Discipline 2

    Act on the Lead


    Measures

    Discipline of leverage.

    Lead

    Lag

    i 1 2 3 4
    Act on the Lead Measures

    Highly effective individuals invest their


    energies in the few activities that have the
    greatest impact on their WIGs.

    i 1 2 3 4
    Lag vs. Lead Measures

    CONVENTIONAL
    LAG MEASURES
    THINKING LEAD
    4DX PRINCIPLE
    MEASURES

    Keep your eye on the lag Focus on PREDICTIVE:


    moving the lead
    measures:
    MEASURES the quarterly
    THE GOAL measures. MeasuresThese
    something
    are the
    that
    results, the sales numbers, high-leverage
    leads toactions
    the goalyou
    pounds lost. Stress out. Bite Lead take to get the lag measures
    your nails while you wait. to move.
    INFLUENCEABLE:
    Something Lag
    we can influence

    i 1 2 3 4
    Act on the Lead Measures

    WIG:
    Reduce weight from 180 to 150 by July 1st

    Lag Measure Lead Measure


    PREDICTIVE: Measures
    Measures the WIG behavior that leads to the WIG
    INFLUENCEABLE: Something
    we can influence

    LOSE • Calories in (Diet)


    Weight WEIGHT
    • Calories out (Exercise)

    i 1 2 3 4
    Act on the Lead Measures

    Heifer’s WIG:
    Heifer’s‪2020‪impact‪goal‪is‪to‪empower‪4‪million‪
    households to earn a living income and permanently
    move out of poverty

    Lag Measure Lead Measure


    PREDICTIVE: Measures
    Measures the WIG behavior that leads to the WIG
    INFLUENCEABLE: Something
    we can influence

    Out of Poverty
    Out of Poverty • Income

    i 1 2 3 4
    Discipline 3

    Keep a Compelling
    Scoreboard

    People play differently when


    they are keeping score

    i 1 2 3 4
    What’s‪the‪point?

    You’re not really serious unless you’re


    ‪

    keeping score.

    i 1 2 3 4
    Keeping Score

    CONVENTIONAL THINKING 4DX PRINCIPLE

    Scoreboards are for leaders. The scoreboard is for the


    They are‪coach’s‪scoreboards‪ whole team. To drive execution
    that consist of complex you‪need‪players’‪scoreboard‪
    spreadsheets with thousands of that has a few simple graphs
    numbers. The big picture is in on‪it‪indicating:‪Here’s‪where‪
    there somewhere, but few we‪need‪to‪be‪and‪here’s‪
    (if anyone) can easily see it. where we are right now. In five
    seconds or less, anyone can
    determine whether we are
    winning or losing?

    i 1 2 3 4
    Keeping Score

    i 1 2 3 4
    People play differently when

    ❑ Don’t know the score.


    or
    ❑ Can’t affect the score.

    i 1 2 3 4
    Rules for Discipline 3

    1. Keep a simple PLAYERS


    scoreboard

    2. Scoreboard visible to the


    players.

    3. Track LEAD and LAG


    measures.

    4. Tell us immediately if we are


    winning or losing.

    i 1 2 3 4
    When We Create a Scoreboard

    1. 1. Choose a theme
    2. 2. Design the Scoreboard
    3. 3. Build a Scoreboard
    4. 4. Keep it Updated
     Who is responsible for the
    scoreboard?
     When will it be posted?
     How often will it be updated?

    i 1 2 3 4
    Discipline 4

    Create a Cadence
    ‪

    of Accountability

    No Accountability, No
    Commitment

    i 1 2 3 4
    Key Question

    What are the three most important things I


    can do this week to impact the scoreboard?

    i 1 2 3 4
    Holding to Commitments

    Weekly
    Commitments
    Monday Tuesday Wednesday Thursday Friday
    Commitment 1
    8:00

    Commitment 29:00

    10:00
    Commitment 3

    11:00

    12:00

    1:00

    2:00

    3:00

    4:00

    i 1 2 3 4
    Create a Cadence of Accountability

    Highly effective individuals regularly and


    frequently account to each other on their
    commitments.

    i 1 2 3 4
    Hold a Weekly Accountability Session

    i 1 2 3 4
    WIG Sessions

    i 1 2 3 4
    Summary

    Focus on the Wildly Important


    ‪

    Act on the Lead Measures


    ‪

    Keep a Compelling Scoreboard


    ‪

    Create a Cadence of Accountability


    ‪

    We are in this together!

    i 1 2 3 4
    Questions

    i 1 2 3 4
    Closing Remarks
    Bibliography

    Franklin Covey, Four Disciplines of Execution


    ‪

    i 1 2 3 4

    You might also like