The 4 Disciplines of Execution, Stephen Covey, 2007.pptVIP

Confidential Information of ScentAir. ?Copyright 2010 ScentAir. All Rights Reserved Confidential Information of ScentAir. ?Copyright 2010 ScentAir. All Rights Reserved Confidential Information of ScentAir. ?Copyright 2010 ScentAir. All Rights Reserved Book Report Report Date: 08/19/14 by Evan Nieh Strategy vs. Execution * Great leaders not only see the world differently but also do things differently. What Leaders do: 1. Creation of Strategy 2. Ability to Execute “70% of strategic failures come from poor execution of leadership… it’s rarely for lack of smarts or vision”. - Ram Charan (co-author of Execution: The Discipline of Getting Things Done) Why Execution Breaks Down? * 1 People and teams don’t know the goals. Either there are too many goals or the goals aren’t clear. 2. People and teams don’t know what to do to achieve the goals. The goals are not translated into day-to-day activities. 3. People and teams don’t keep score. Few can tell at any moment if they are on track on achieve the organization’s critical goals. 4. People and teams are not held accountable. For results, employees need relevant and timely feedback and regular accountability. Discipline 1 – Focus on the Wildly Important * Great teams are totally clear on the “Wildly Important Goals”. Wildly Important Goal (WIG): While any important goal is worth achieving, a Wildly Important Goal must be achieved. Failure to achieve this goal makes any other achievements inconsequential. Old Thinking: We can effectively accomplish 6, 8, or even 10 important goals at once. New Thinking: We can accomplish only 1, 2, or 3 important goals with excellence. Discipline 2 – Act on the Lead Measures * Great teams invest their energies in the few activities that have the most important impact on the WIG’s. Lead Measures: Lead measures must be predictive and influenceable. Lead measures tell you if you are likely to achieve your goal. You use lead measures to track the 80/20 activities that