When initiating change, it is easy to let the demanding challenges of the 'whirldwind' deter you from accomplishing goals. The following is a plan for my team to conquer those challenges and achieve excellence as a collective unit.
Four Disciplines of Execution
#1 Focus on the wildly important
The first discipline is to Focus on the wildly important
The law of diminishing marginal returns states that adding an additional factor of production results in smaller increases in output
In other words, execution is more successful when leaders shift their creative concentration from multiple ideas to one wildly important goal. AKA, the WIG. This discipline consists of getting input from team members in a brainstorming session, a narrowing down and filtering of ideas, and defining the final WIG.
#2 Act on the lead measure
Discipline # 2 is to act on the lead measure. It’s easy to get fixated on measuring the goal instead of acting on the actual things that will make that goal happen. That is why we need to be able to identify the difference between lag measures and lead measures. Lead measures are about the actions taken that lead to the goal.
Lag measures measure the goal, while lead measures measure what leads to the goal.
Before I move on, allow me to provide examples behind the relationship between the WIG and the lag and lead measures. About a year ago my mother decided she wanted a garden. Now ever since she got her garden, it seems like everyone else has been doing all of the work! Despite our collective efforts, there are weeds throughout the garden so our wildly important goal is to have a garden of 100% wanted plants. Well, in order to do that we need to remove unwanted weeds which account for 50% of the garden. That is our Lag measure. Our Lead measures are pulling weeds when the soil is moist, and spraying weeds in concentrated areas. These two actions will lead to extinguishment of the weeds, which results in 100% of intended plants in the garden.
For an example that’s more in context of the subject, let’s say I have a personal WIG that 100% of the students in extracurricular activities will adopt e-portfolios by the start of the 2021 school year. For that to happen first I have to get the specials teachers on board. The Lag measure is that all of the special teachers will create ePortfolios and an implementation plan for their club students for the start of the 2021 school year. And My two lead measures are creating the influencer model and the 4DX strategy.
#3 Create a compelling scoreboard
The third discipline is to create a compelling scoreboard. This design is focused on facilitating the engagement of the team through a game-like score keeping system. Team members should collectively come up with a theme and design. Building it and keeping the scoreboard updated should be inclusive as well. The team should aim to create a scoreboard that is simple, visible, shows the lag and lead measures, and displays who is winning at a first glance.
#4 Create a cadence of accountability
Discipline # 4 is to create a cadence of accountability by requiring a weekly 15-20-minute meeting. During a WIG session, team members do not discuss the whirlwind. Instead, everyone is entering the meeting thinking about how they can impact the scoreboard. Each person reports on the previous week’s commitments and how it affected the scoreboard. Successes are to be celebrated and failures noted, and From there we determine new commitments strictly directed towards upping the scoreboard for the upcoming week. If such matters of the whirlwind must be discussed, it is suggested to save it for right after the WIG session.
5 Stages of Change & key actions
Stage 1: Getting clear. This is the stage in which the Team agrees on a wildly important goal and is clear on lag and lead measures. The team will also schedule a weekly WIG session and start building the scoreboard. Team involvement is extremely important during this stage, pioneered by the leader of the group for higher motivation. I personally believe your ‘models’ (or high performers) will begin expose themselves in this stage.
Stage 2: Launch. For my team I think a starbucks kickoff is quite an appropriate way to launch our plan! This marks the start of our execution, for the next time we meet we will be discussing our first week’s impacts on the scoreboard. At this point you probably can clearly identify your ‘potentials’ (or buyer inners if you will), and your resisters, therefore Enthusiasm from the leader is key during this stage.
Stage 3: Adoption. Now everyone is acting on lead measures, updating the scoreboard, and attending the weekly meetings. Resistance begins to deplete, enthusiasm begins to rise, and results begin to show. I expect to see higher performance from the potentials and more buy-in from the resisters. In this stage it’s key for the leader to be available to invest in the team to increase the level of participation.
Stage 4: Optimization. At this stage, the team is not only accustomed to the 4DX, but their entire mindsets have shifted to the WIG. Members start creating developments and innovations to progress on the scoreboard. Everyone is trying to optimize their performance and they are playing to win. It is important to be open for adjustments and maintain team involvement.
Stage 5: Habit. When the procedures become habitual, the team is well on its way to meeting the WIG. There is a dynamic of excellence across the team’s performance and hopefully other teams recognize our impact on the campus.
How the 4DX & Influencer Model Compliment Each Other
Both models establish defined goals that can be clearly measured by a certain deadline. The WIG in discipline 1 and the desired results of the influencer model are both established first. Then both designs require analyzing what needs to happen in order to achieve the goal. To meet the wildly important goal, discipline two is to act on the lead measures. You have to identify lag and lead measures, whereas in the influencer model you identify vital behaviors that need to change for desired results. In the influencer model, the leader is utilizing members’ motivators and abilities to achieve the [leader’s] desired result. In the four disciplines of execution, the wildly important goal, lead measures, and scoreboard are developed and crafted as a team. The main difference is the style of leadership in the two models. The influencer model requires much more decision making from the leader on the goal and procedures, while in the 4DX the leader plays more of a facilitating role when it comes to decision making. The leader is motivating the team members and involving them more in the process.
Sources
Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change. New York: McGraw-Hill Education.
Hayes, A. (2020, September 16). Law of Diminishing Marginal Returns. Retrieved October 31, 2020, from https://www.investopedia.com/terms/l/lawofdiminishingmarginalreturn.asp
McChesney, C., Covey, S., & Huling, J. (2012). The 4 disciplines of execution: Achieving your wildly important goals. New York, NY: Free Press.
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