Agenda: 4Disciplines of Execution

1.Problem: “Whirlwind”

2.Solution: 4Dx Process

3.Implementation: Learning's3.Implementation: Learning's

DFW Chapter of Association of Strategic PlanningJanuary 14, 2010

Jeff Cleary – Sr Delivery Consultant & Linda Bechtold – Sr Client PartnerFranklinCovey

Linda.Bechtold@franklincovey.comMobile 214.952.5322 | Office 214.407.8453

Problem: Organizations That Execute

Problem: Organizations That Execute

Know the Know the Create Support

1 2 3

Know the

Goal

Know the

Actions

Create Support Structures to

Do It

Problem: What Causes Strategic Failures?

• Seventy percent of strategic failures are due

to poor execution…it’s rarely for lack of smarts

or vision.

• Ram Charan, coauthor of Execution:

The Discipline of Getting Things DoneThe Discipline of Getting Things Done

The 4 Breakdowns (xQ Survey Results 8th Habit)

85%

80%

72%

87%

Problem: Key Question

• Why is something so obvious and

so important so rare?so important so rare?

Problem: “The Whirlwind!”

Solution- Discipline 1: Focus on the Wildly Important

Narrow focus here

Discipline 1: Focus on the Wildly Important

2-3 4-10 11-20

2-3 1-2 0

Discipline 1: Focus on the Wildly Important

IMPORTANT GOAL

A goal with significant A goal with significant

consequence or value.

Discipline 1: Focus on the Wildly Important

WILDLY IMPORTANT GOAL

(WIG) A goal that makes all the (WIG) A goal that makes all the

difference, failure to achieve this

goal renders any other

achievements inconsequential.

Wildly Important Goal

Maintenance or

Incremental Improvement Transformational

Improvement!

Discipline 1: Focus on the Wildly Important

2 WIGs

3 WIGs1 WIG2 WIGs

Department 1 Department 2 Department 3

2 WIGs2 WIGs2 WIGs

Discipline 1: Focus on the Wildly Important

1. No more than 1 to 3 WIGs per Person at the Same Time

2. Battles must win the WAR

Rules for Discipline 1

2. Battles must win the WAR

3. A boss can veto, but not dictate

4. A WIG must have a Gap (From X to Y by When)

Discipline 1: Focus on the Wildly Important

War(X to Y by When)

Wildly

Important

Goals

Battle Battle BattleBattle(X to Y by When)

Battle(X to Y by When)

Battle(X to Y by When)

Sub-Battle(X to Y by When)

Sub-Battle(X to Y by When)

Sub-Battle(X to Y by When)

Discipline 1: Focus on the Wildly Important

LAGMeasure

LAG LAG LAG

WIGs(Finish-lines)

LAGMeasure

LAGMeasure

LAGMeasure

LAG

Measure

LAG

Measure

LAG

Measure

Solution-Discipline 2: Act On The Lead Measures

Weight (Pounds)Number of Calories (Diet)

Miles Run (Exercise)

Measures the Goal- Measures something that

leads to the goal

LAG MEASURE LEAD MEASURE

- Something we can

influence

LOSE WEIGHT

Predictive

Influence-able

Monthly Incident ReportCompliance to 8 Key

Safety StandardsREDUCE

ACCIDENTS

Monthly Sales Report Number of Out-of-StocksINCREASE STORE SALES

LAGMeasure

LAGMeasure

LAGMeasure

LAGMeasure

Discipline 2: Act On The Lead Measures

LAG

Measure

LAG

Measure

LAG

Measure

Lead

Measures

Team

Get

Act on“Bet”

LAGMeasure

LAGMeasure

LAGMeasure

LAGMeasure

Solution-Discipline 3: Keep a Compelling Scoreboard

LAG

Measure

LAG

Measure

LAG

Measure

Lead

Measures

TeamLead Lead

Lag

Discipline 3: Keep a Compelling Scoreboard

“People play differently when they are keeping score”they are keeping score”

Discipline 3: Keep a Compelling Scoreboard

• Are Simple

• Are Highly Visible to the Player

• Have the Right “Lead” and “Lag” Measures

Compelling Scoreboards:

• Have the Right “Lead” and “Lag” Measures

• Tell us Immediately if we are Winning or Losing!

What are the 1 to 3 most important things I can

do this week to impact the Lead Measure?

Key Question

Solution-Discipline 4: Create Cadence of Accountability

Discipline 4: Create Cadence of Accountability

8:00

Monday Tuesday Wednesday Thursday Friday

9:00

Work CompassWork Compass

Objective 1

Objective 2 Objective 1

Objective 1

10:00

1:00

11:00

2:00

12:00

3:00

4:00

Objective 3

1 1

Objective 2

Objective 3

Discipline 4: Create Cadence of Accountability

1. Report on Last

Week’s Commitments

2. Review and Update

Scoreboard

3. Make Commitments

For Next week

Organizations That ExecuteImplementation Learning’s

What doesn’t work?

Open Enrollment – Event Based-training

What does work?

1. It has to be a process, not an event

2. Working with intact teams / Business Units

3. Certifying leaders to take this to their teams

- Credibility of the team

- Commitment of the leader

- The leader truly learns the process

Organizations That ExecuteImplementation Learning’s

1. Pursuing a goal that really matters

leader

Necessary for Success

2. Having a leader who fully commits

3. A “credible” internal coach