The big idea and key points from “4 Disciplines of Execution”
One of the most influential books on modern strategic management
“4 Disciplines of Execution” by Chris McChesney, Jim Huling, and Sean Covey is full of remarkable examples and research-based insights because the authors committed to completing 1500 implementations of the 4DX operating system before writing the book.
The most eye-opening insight for me was the initial research that led to the creation of 4DX.
The authors explain that:
“In our initial survey, we learned that only employee in seven (15%) could name even one of their organisation’s most important goals.”
And it gets worse:
The remaining 85% incorrectly named what they thought was the goal. And 87% had no clear idea what they should be doing to achieve that goal.
Sure the book was first published almost 10 years ago, but how much do you think has really changed? Not much.
What’s the Big Idea?
Creating significant performance improvements inevitably requires leaders to convince people to change their behaviour. This is why most strategies get killed before they get off the ground.
And initiatives that require behaviour change always get bogged down by our daily responsibilities.
“The 4 Disciplines of Execution” is an organisational operating system. Applying its principles can help you get your most important work done while dealing with your whirlwind of daily responsibilities.
Key points:
- Focus on Wildly Important Goals (WIG): By narrowing your focus to 2–3 goals, you will (and your team) distinguish between what’s essential and what’s a whirlwind. Having 7–8 priorities means you have no priorities.
- Act on Lead Measures: Pick out the activities that have the highest impact on reaching your WIG. These are your lead measures. A lead measure must be predictable and influenceable.
- Keep a compelling scorecard: You’re more engaged when you’re keeping a score. A compelling scorecard keeps track of your Lead Measures and WIGs.
- Create a cadence of accountability: This is where execution happens. Unless you consistently hold yourself and your team accountable, your goal will succumb to the whirlwind.
