Do your employees know how they can influence the final results?
The 4 Disciplines of Execution
Building Roadmaps to Achieve Your Business-Critical Goals
At FranklinCovey we’ve studied the topic of execution for several years in thousands of teams and in hundreds of organizations. Our research shows that execution breaks down in four ways:
Our research has shown that only 15 percent of employees actually know their organization’s most important goals—either there are no goals or they have too many goals.
Too many people don’t know what critical activities provide the greatest leverage to achieving team goals.
Finally, our research shows that fewer than 10 percent of people meet with their manager at least monthly to discuss their progress on work goals.
Join best-selling author Chris McChesney during The 4 Disciplines of Execution® for Single Teams Event
“Seventy percent of strategic failures are due to poor execution of leadership. It’s rarely for lack of smarts or vision.”
Establish a clear line of sight to your Wildly Important Goals.
It takes incredible discipline to execute a strategic goal in any organisation you work in. But it takes even more discipline to do so again and again. Creating a culture of execution means embedding four basic disciplines into your organization. At every level, individuals, leaders, and teams need to institutionalize a common approach.
The purpose of The 4 Disciplines of Execution is not just for business management strategy, but to help managers create actual work plans.
Every manager and every leader knows: you can plan until you are blue in the face, but the execution strategy determines the success. But between your goals and a successful execution stands a whirlwind of urgent matters that keep your company or team running. The 4 Disciplines of Execution (4DX) will help you to achieve your goals, despite the whirlwind.
Discipline 1: Focus on a Wildly Important Goal
Discipline 2: Act on the lead measures
The second challenge is to translate the chosen (organisational) goal per team into the behaviour that has the most impact on it. What should we do differently, better or more often, or just give a try? All teams will assess this for themselves: if we consistently perform these behaviours over a longer period of time, we will achieve our team goal.
Discipline 3: Keep a compelling scoreboard
People play differently when THEY are keeping score. By making progress clear in a fun way, you create a team game. The pitfall is that the leader does this on behalf of the team. Teams can do this themselves just fine, which increases the involvement.
Discipline 4: Create a cadence of accountability
We can start the first three challenges with the best intentions, but how do we hold on to that? After all of the challenges have been named well in terms of quality, the quality of the recurring dialogue on progress will be discussed. This can be done by making good agreements on a weekly basis and also to comply with them.
“Once they saw how easy The 4 Disciplines of Execution was to do, they became champions of the model and began to spread their enthusiasm to others in the division.”
Foster a culture of getting the most important things done.
The main goal of the 4 Disciplines of Execution is to strengthen the important role of the leader in the execution process and to provide him with the means to keep doing this. We help leaders design their own list of Wildy Important Goals (WIGs), making choices, choosing behavioural measurements and developing measuring instruments and scoreboards for their teams. Leaders quickly recognise the importance of the WIG sessions and will soon start planning team sessions. With the disciplines in place, your leaders are ready to implement their most important goals – now.
You will receive:
● Participant Guide
● Book The 4 Disciplines of Excecution
● Manager Certification Guide
● Manager Certification Videos
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