The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

Chris McChesney, Jim Huling

Language: English

Pages: 352

ISBN: 145162705X

Format: PDF / Kindle (mobi) / ePub


An insightful new book from the multimillion-copy bestselling author Sean Covey and the FranklinCovey organization based on their work with hundreds of thousands of employees and large companies to unveil the essential disciplines proven to help businesses and individuals realize their most important goals.

Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities?

By the time it finally disappeared, it’s likely no one even noticed.

What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow! The 4 Disciplines of Execution can change all that forever.

The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following The 4 Disciplines:

• Focusing on the Wildly Important

• Acting on Lead Measures

• Keeping a Compelling Scoreboard

• Creating a Cadence of Accountability

leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.

4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results—regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today’s competitive climate. Simply put, this is one book that no business leader can afford to miss.

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Discipline 1 (despite our advice) always change their minds once they begin to understand lead measures in Discipline 2. LEAD MEASURES AND ENGAGEMENT Once a team is clear about its lead measures, their view of the goal changes. Let’s take a look at what happened when Beth Wood, a grocery store manager, set out to achieve a very challenging goal of increasing year-over-year sales. Beth called in Bob, her bakery manager, to get his support in improving their sagging year-over-year sales

predetermined way to measure progression. In such cases, draw the target line subjectively based on your expectations and knowledge of the team’s performance. But whether formally budgeted or subjectively determined, a target line must appear. Without it, the team can’t tell day by day whether they’re winning or not. For lead measures, the target line is usually set as a single standard for performance (for example, the 90 percent bar in the graph on the left). That standard must be not only

the same follow-through as any other commitment. • Execute in spite of the whirlwind. Hold team members unconditionally accountable for their commitments regardless of the whirlwind. If a commitment is missed one week, it must be accounted for the following week. THE PAYOFF We began this section of the book with the team at Store 334, who were faltering in their attempt to apply 4DX. It just wasn’t working. One day, for example, Jim found only day-old bread on the bakery racks and nothing

employees gathered around the upright piano to sing songs from their Russian homeland. I thought, wouldn’t it be something if you could channel that energy and connect it to the business? Instead of singing for fifteen minutes, what if the enthusiasm was about the business? Today, as I walk through some of our facilities since we’ve implemented the 4 Disciplines, I see the equivalent of checkers and the upright piano for our employees. They are having fun. They are engaged. It’s their checkers;

contribution a senior leader can make is to remain focused on the wildly important goal and resist the allure of your next great idea. Remember, there will always be more good ideas than capacity to implement. Your focus becomes the organization’s focus. Second, ensure that you are modeling the process. Over time, your practices—not just your words—will have the greatest influence on the teams you lead. Third, follow the suggestions made throughout this book for recognition of outstanding

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