four disciplines of execution_notes.doc

8/14/2019 Four Disciplines of Execution_Notes.doc

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Four Disciplines of Execution

DISCIPLINE Description Installing in Team Installing onOrganisation

Remarks

I – FOCS ONT!E "ILDL#I$PORT%NT&Sun’s rays canlight fire with

“FOCUS”'

The more you do the less you accomplish. Faster Igo the slower the slower I get. ore haste lessspeed. 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.

educe multitas%ing as this can lead toprocrastination. !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.

ST*T3"IC "O*&S 4plan of e5ecution forcomponent parts.

Tas% forces.

Synchronised 3nergy#S6)3"6$.

Inchstones for trou/ledpro7ects.

Use as part of team/uilding 0 focusing.

II – %CT ONLE%D$E%SRES&"eography not,istory'

Some actions ha-e more impact than others whenreaching for a goal. &ag measures are 3*CTI83and are for trac%ing only and determine if !I"s are/eing met. &ead measures are actions for success 0performance. &ead pro-ides le-erage for achie-inggoals. The 9as%’ not the a-erage.

:redicti-e and influence;a/le goals.Short - Term targetsSafety + &*" is accident statistic

&3*< is Tool 1o5 tal% 0 chec%s<eli-er early mentality 4 correct #=*0=C$<efine &3*< measures 0 ilestones

:lan and actions andfollow up.

"3O"*:,6 )OT,ISTO6&ag measures re>uireproacti-e responses ratherthan reacti-e #/lame$ andpost mortem for : sa%e.&3*< needs plan.

III – (EEP %CO$PELLIN)SCOREC%RD&See the result 0tas%'

:eople2 not management2 must %eep score.3ngage people at all le-els at professional2 personal2emotional2 passionate.Simple score /oard with ? complete2 done + notdone2 show trends and impro-ement #or otherwise$.Use of a !ar oom2 -isi/ility on immediate aspects.

8isi/ility dri-es accounta/ility. Usegraphical 0 -isual representations wherepossi/le.easurement of performance so it may /emanaged.3motional engagement2 all mem/ers %eepscore + trend lines2 dash/oards2 updated.

Targets and howmeasured2 made -isi/le#without scapegoatingpeople$

8isi/ility + e-en if /adpicture seen.

Urgent 0 Important atri5approach to get on trac%.

I* – CRE%TE %C%DENCE OFRESPONSI+ILIT#& *ids focus andaccounta/ility$

Out people I) T,3 "*3. ,old people accounta/lefor the goal or the !I" -anishes into the whirlwind.Stop 9whirlwind’ e5cuses interfering with !I"s2 inparticular hygiene factors.egular and fre>uent 9focused’ meetings2 -isi/ility onteam and indi-idual performance + not scapegoats@@.:eople ma%e own commitment rather than imposed.1U6 In -s I:OSITIO)

!ee%ly #daily$ targets and 7ust;in;timeplanning 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 4commit #&3*<$eetings + commitment ; communicate

3S:3CT + reinforceaccounta/ility. 3ncourageperformance. (eep toschedules and don’tpostpone. *&& partiesreport.

 *-oid 0 /eware ofsatisfactoryunderperformance.:ushing 7o/ to others2something in the whirlwinddictates actions2 Indi-iduals/uy;in to goals 0 time 0costs 0 reporting

T!E ,

DISCIPLINES –The !hirlwindacts on you /utwith a !ildlyImportant "oalAyou act on it.

It’s not a/out “what’ has to /e done /ut the “how” it

should #must$ /e done.ST*T3"6 + “what” causes things to happen andwhy.3B3CUTIO) + “how” aaction needs to /eimplemented.

Simple rather than comple5. Small managea/lechun%s.

indset of successful e5ecution.

:eople are the solutionClarity of o/7ecti-es!I" + should dri-e the team!hirlwind dri-es team and distracts from!I"

3ngage teams2 Culture of

deli-ery2 &eadership atcentre.1eha-iour /ased #attitude + /eha-ior +conse>uences$.

IS T,3 3*& !O( T,3

"O*& O IS IT (33:I)"T,3 !,I&!I)<!,I&I)". !,I&!I)<O1S FOCUS *)< IS3*S6 TO "3T C*U",TU: I).