Tag Archives: the 4 disciplines of execution

Outstanding at Execution!

In a previous post we noted that an organization can have an excellent strategy, but fail to execute effectively on that strategy, and went on to share some discussion on the 4 Disciplines of Execution, a book written by Sean Covey, Chris McChesney, and Jim Huling.

If you truly want to achieve maximum results from your improvement effort, it can only be done through implementing and sustaining a plan.

Even when people excel at identifying major opportunities for improvement, if they don’t execute, they don’t make gains. In our work with hundreds of organizations, we have observed that the most successful are outstanding at execution.

If you’d like to improve your organization’s ability to implement strategic plans, here are five key areas of focus that can help:

  1. Get senior leaders to become actively involved
  2. Identify clear project plans for delivering results, including measures and milestones
  3. Engage team members and stakeholders
  4. Set expectations and consequences — both positive and negative
  5. Develop an organized structure and an activity / accomplishment reporting plan – communication matters!

4DX & Engagement Part 5: Accountability

Our previous few posts have focused on “The 4 Disciplines of Execution,” a book  by Sean Covey, Chris McChesney, and Jim Huling, and how the disciplines impact achieving goals as well as employee engagement.

These previous posts have shared perspectives on disciplines one, two and three. However, the fourth discipline ― accountability ― is the discipline that enables you to win.

Without a cadence of accountability, teams will have a much more difficult time and will tend to become less engaged. The threat, of course, is that the whirlwind of running the day-to-day business that will consume all the available time.

By ‘cadence’ the authors mean an inviolable regular schedule, commitments, and expectations.  Teams should meet every week, and it’s best to schedule the meetings at the same day and time each and every week. These meetings should never canceled ― they must be viewed as important and productive, thus promoting strong feelings of belonging, commitment, productivity, and accomplishment, which are all drivers of engagement.

At the end it is all about employee engagement; working on the right things in the right way and in a way that involves understanding and applying some paradoxical insights:

  • The fewer the goals, the more you get done.
  • Clarity of goals increases engagement, even when a vague goal seems safer.
  • Know your LAG measure, but find and act on LEAD measures to get the results you want.
  • People play differently when they are keeping score and they know if they are winning or losing; the commitment, consistency of focus, and the resulting sense of productivity are all key drivers of engagement.
  • Without a rhythm of accountability, the whirlwind will win.

4DX & Engagement Part 2: WIGS

Our previous post summarized “The Four Disciplines of Execution,” a book  by Sean Covey, Chris McChesney, and Jim Huling that presents four key “disciplines” for achieving strategic goals.  The disciplines enable people to look beyond the day-to-day requirements of their jobs (the “whirlwind”) to move the organization forward to accomplish something great… to improve both the work and the workplace.

Equally as important, this achievement and the related sense of accomplishment are key ingredients for engaging the workforce; and the research is clear: an organization with a highly-engaged workforce enjoys a significant competitive advantage, including:

  • 50% higher profit
  • 43% higher productivity
  • 80% less turnover
  • 7 times less likely to have a lost-time accident

In addition, and as noted in our previous post, people become increasingly engaged when their goals are clear.

Thus the importance of the first discipline, which is to identify the Wildly Important Goal (WIG). This is the thing that will make the biggest difference for the organization.

Simplicity and focus are important elements in selecting this key goal. More improvements and more goals and objectives can and will be sought, but not at the same time; and while subsequent goals can be different from the first goal, they must ensure the success of the first, most important goal.

An analogy presented is that the first WIG is like a war, and all subsequent or supporting WIG’s are battles; ultimately, winning the battles ensures winning the war.

Each WIG must also have a clear finish line or statement of success. It must be stated in this form: we will get from x to y by when.

This leads to a quick realization… once the goals are identified, then specific action steps for “getting from x to y by when” must also be identified.

Which leads us to the second “discipline,” which we’ll review in our next post.

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