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    Four Disciplines of Execution - Notes

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    malcolmpo
    The four disciplines of execution are: 1) Focus on the Wildly Important Goals by prioritizing one or two goals and focusing all efforts on achieving them. 2) Act on Leading Measures which are proactive actions that lead to goal achievement, rather than reactive lag measures. 3) Keep a Compelling Scorecard that makes performance visible and keeps everyone accountable to goals. 4) Create a Cadence of Accountability where regular meetings are held to review goals, scorecards, and commit to actions.

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    Four Disciplines of Execution - Notes

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    malcolmpo
    345 views1 page
    The four disciplines of execution are: 1) Focus on the Wildly Important Goals by prioritizing one or two goals and focusing all efforts on achieving them. 2) Act on Leading Measures which are proactive actions that lead to goal achievement, rather than reactive lag measures. 3) Keep a Compelling Scorecard that makes performance visible and keeps everyone accountable to goals. 4) Create a Cadence of Accountability where regular meetings are held to review goals, scorecards, and commit to actions.

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    Summary Notes on Covey's book

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    Four Disciplines of Execution_Notes.doc

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    The four disciplines of execution are: 1) Focus on the Wildly Important Goals by prioritizing one or two goals and focusing all efforts on achieving them. 2) Act on Leading Measures which are proactive actions that lead to goal achievement, rather than reactive lag measures. 3) Keep a Compelling Scorecard that makes performance visible and keeps everyone accountable to goals. 4) Create a Cadence of Accountability where regular meetings are held to review goals, scorecards, and commit to actions.

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    Download as DOC, PDF, TXT or read online from Scribd
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    345 views1 page

    Four Disciplines of Execution - Notes

    Uploaded by

    malcolmpo
    The four disciplines of execution are: 1) Focus on the Wildly Important Goals by prioritizing one or two goals and focusing all efforts on achieving them. 2) Act on Leading Measures which are proactive actions that lead to goal achievement, rather than reactive lag measures. 3) Keep a Compelling Scorecard that makes performance visible and keeps everyone accountable to goals. 4) Create a Cadence of Accountability where regular meetings are held to review goals, scorecards, and commit to actions.

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    Four Disciplines of Execution DISCIPLINE I FOC S ON T!

    !E "ILDL# I$PORT%NT &Suns rays can light fire with FOCUS' Description The more you do the less you accomplish. Faster I go the slower the slower I get. ore haste less speed. Focus on one or two !ildly Important "oals #!I"$ and ma%e them a priority. &eaders must focus. 'F( #man on moon for )*S*$. *ir Traffic Control + one plane at a time. ,a-e the discipline to say )O so as to stay on focus. Some actions ha-e more impact than others when reaching for a goal. &ag measures are .3*CTI83 and are for trac%ing only and determine if !I"s are /eing met. &ead measures are actions for success 0 performance. &ead pro-ides le-erage for achie-ing goals. The 9as% not the a-erage. :eople2 not management2 must %eep score. 3ngage people at all le-els at professional2 personal2 emotional2 passionate. Simple score /oard with ? complete2 done + not done2 show trends and impro-ement #or otherwise$. Use of a !ar .oom2 -isi/ility on immediate aspects. Out people I) T,3 "* 3. ,old people accounta/le for the goal or the !I" -anishes into the whirlwind. Stop 9whirlwind e5cuses interfering with !I"s2 in particular hygiene factors. .egular and fre>uent 9focused meetings2 -isi/ility on team and indi-idual performance + not scapegoats@@. :eople ma%e own commitment rather than imposed. 1U6 In -s I :OSITIO) Its not a/out what has to /e done /ut the how it should #must$ /e done. ST.*T3"6 + what causes things to happen and why. 3B3CUTIO) + how aaction needs to /e implemented. Simple rather than comple5. Small managea/le chun%s. Installing in Team .educe multitas%ing as this can lead to procrastination. !or% may not focus on !I" /ut indi-iduals preference 0 fa-ourite. !or%ing Smart -s hard. Scatter "un -s Sniper Singular targets that win the war. 1etter ma%es good worse #de-iates from !I"$2 Clear goals #S *.T$2 a-oid wor% filling time. :redicti-e and influence;a/le goals. Short - Term targets Safety + &*" is accident statistic &3*< is Tool 1o5 tal% 0 chec%s <eli-er early mentality 4 correct #=*0=C$ <efine &3*< measures 0 ilestones 8isi/ility dri-es accounta/ility. Use graphical 0 -isual representations where possi/le. easurement of performance so it may /e managed. 3motional engagement2 all mem/ers %eep score + trend lines2 dash/oards2 updated. !ee%ly #daily$ targets and 7ust;in;time planning to meet deli-ery #if re>uired$. 3ngage team in the game. <elegate rather than dictate. eetings + account actions done #&*"$ + re-iew against score/oard0targets + plan 4 commit #&3*<$ eetings + commitment ; communicate indset of successful e5ecution. :eople are the solution Clarity of o/7ecti-es !I" + should dri-e the team !hirlwind dri-es team and distracts from !I" Installing on Organisation ST.*T3"IC "O*&S 4 plan of e5ecution for component parts. Tas% forces. Remarks Synchronised 3nergy #S6)3."6$. Inchstones for trou/led pro7ects. Use as part of team /uilding 0 focusing. "3O".*:,6 )OT ,ISTO.6 &ag measures re>uire proacti-e responses rather than reacti-e #/lame$ and post mortem for : sa%e. &3*< needs plan. 8isi/ility + e-en if /ad picture seen. Urgent 0 Important atri5 approach to get on trac%. *-oid 0 /eware of satisfactory underperformance. :ushing 7o/ to others2 something in the whirlwind dictates actions2 Indi-iduals /uy;in to goals 0 time 0 costs 0 reporting IS T,3 .3*& !O.( T,3 "O*& O. IS IT (33:I)" T,3 !,I.&!I)< !,I.&I)". !,I.&!I)< .O1S FOCUS *)< IS 3*S6 TO "3T C*U",T U: I).

    II %CT ON LE%D $E%S RES &"eography not ,istory' III (EEP % CO$PELLIN) SCOREC%RD &See the result 0 tas%' I* CRE%TE % C%DENCE OF RESPONSI+ILIT# &*ids focus and accounta/ility$

    :lan and actions and follow up.

    Targets and how measured2 made -isi/le #without scapegoating people$

    .3S:3CT + reinforce accounta/ility. 3ncourage performance. (eep to schedules and dont postpone. *&& parties report. 3ngage teams2 Culture of deli-ery2 &eadership at centre. 1eha-iour /ased #attitude + /eha-ior + conse>uences$.

    T!E , DISCIPLINES The !hirlwind acts on you /ut with a !ildly Important "oalA you act on it.

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