The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by McChesney Chris & Covey Sean & Huling Jim

Author:McChesney, Chris & Covey, Sean & Huling, Jim [McChesney, Chris]
Language: eng
Format: epub
Publisher: Free Press
Published: 2012-04-24T00:00:00+00:00

Ongoing process (Do This)

Once and done (Not This)

Ensure that every client is aware of our audio-visual capabilities and receives a customized set-up

Upgrade our entire audio-visual system

Maintain 100% compliance to the banquet table setting checklist

Holding a training session on the standards for setting up banquet tables

Attend all Chamber of Commerce meetings and contact all companies opening new locations in our city

Join the Chamber of Commerce

Although the once-and-done ideas can make a temporary difference—possibly a big one—only the behavioral habits the team develops can drive permanent improvements.

IS IT A LEADER’S GAME OR A TEAM GAME?

The behavior of the team must drive the lead measure. If only the leader (or one individual) can move the lead measure, the team will quickly lose interest in the game.

For example, a quality initiative requires the leader to audit the process frequently, and an outcome is continuously improving audit results.

If the proposed lead measure is more frequent audits, it fails this test because only the leader can do audits. But if the proposal is to respond in a timely manner to all audit findings, it becomes a team game. The actions to drive an audit score involve everyone on the team.

In the same way, candidate measures such as filling open positions, reducing overtime hours, or improving scheduling are usually examples of a leader’s game in most organizations. Remember, lead measures connect the team to the WIG, but only if it’s the team’s game to play.

CAN IT BE MEASURED?

As we’ve said, lead-measure data is hard to get, and most teams don’t have systems for tracking lead measures. But success on lag measures absolutely requires successfully tracking the lead measures.

If the WIG is truly wildly important, you must find ways to measure the new behaviors.

IS THE LEAD MEASURE WORTH MEASURING?

If it takes more effort than its impact is worth, or it has serious unintended consequences, it fails the test of a lead measure.

For example, one large fast-food retailer hired inspectors to visit each franchise regularly to measure compliance with the company’s standards. The inspectors were widely considered to be spies. Team members felt disrespected. To the direct cost of hiring this army of inspectors, company leaders could add the cost of mounting distrust and sinking morale.

Ultimately, the lead measures developed by Susan’s event management team passed all the tests. In the testing process, they discovered that nearly every site visit they conducted resulted in a successful proposal. So they decided to focus on conducting more site visits and following up with proposals.

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