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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
[email protected] 214.952.5322 | Office 214.407.8453
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Problem: Organizations That Execute
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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
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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
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The 4 Breakdowns (xQ Survey Results 8th Habit)
85%
80%
72%
87%
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Problem: Key Question
• Why is something so obvious and
so important so rare?so important so rare?
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Problem: “The Whirlwind!”
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Solution- Discipline 1: Focus on the Wildly Important
Narrow focus here
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Discipline 1: Focus on the Wildly Important
2-3 4-10 11-20
2-3 1-2 0
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Discipline 1: Focus on the Wildly Important
IMPORTANT GOAL
A goal with significant A goal with significant
consequence or value.
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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.
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Wildly Important Goal
Maintenance or
Incremental Improvement Transformational
Improvement!
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Discipline 1: Focus on the Wildly Important
2 WIGs
3 WIGs1 WIG2 WIGs
Department 1 Department 2 Department 3
2 WIGs2 WIGs2 WIGs
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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)
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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)
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Discipline 1: Focus on the Wildly Important
LAGMeasure
LAG LAG LAG
WIGs(Finish-lines)
LAGMeasure
LAGMeasure
LAGMeasure
LAG
Measure
LAG
Measure
LAG
Measure
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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
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LAGMeasure
LAGMeasure
LAGMeasure
LAGMeasure
Discipline 2: Act On The Lead Measures
LAG
Measure
LAG
Measure
LAG
Measure
Lead
Measures
Team
Get
Act on“Bet”
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LAGMeasure
LAGMeasure
LAGMeasure
LAGMeasure
Solution-Discipline 3: Keep a Compelling Scoreboard
LAG
Measure
LAG
Measure
LAG
Measure
Lead
Measures
TeamLead Lead
Lag
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Discipline 3: Keep a Compelling Scoreboard
“People play differently when they are keeping score”they are keeping score”
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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!
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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
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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
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Discipline 4: Create Cadence of Accountability
1. Report on Last
Week’s Commitments
2. Review and Update
Scoreboard
3. Make Commitments
For Next week
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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
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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