Grab Hold of Performance
The 4 Disciplines exist for one reason: to execute on a plan in the midst of the whirlwind of distractions. Most people are so busy just maintaining the business—just keeping their heads above water—most of the time they can't even hear you, let alone execute on your most important priorities. The 4 Disciplines focuses your team's energy on a winnable game in the midst of distraction.
Click on the picture to view videos:
- Execution overview
- Opryland
- Grocery Store 334
- Gwinnett Medical
- Move the Middle
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Marriott
FranklinCovey has partner with Marriott to take The 4 Disciplines of Execution all over the globe with transformation success!
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Strategic execution across multi-unit teams is as simple as discovering the new and better behaviors of your top-performers and using The 4 Disciplines of Execution to move the average performers towards greatness!
This is what we do and we are good at it!
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Discipline #3: Keep a "player's" scoreboard
A UK street that has cut their electricity usage by 15% in just 3 weeks by turning their roadway into a giant scoreboard.
Click on the picture below for the full article!
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Execution in Healthcare (click on picture for video testimonials)
Executing on goals that require a change in behavior is the greatest challenge in healthcare today.
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As a leader, getting your people and teams to do the right things at the right times–the wildly important projects, tasks, and initiatives that ultimately matter most–remains an enormous challenge for organizations today.
FranklinCovey has spent the last decade "cracking the code" on a simple formula for creating breakthrough results through flawless execution.
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Here is a question asked to our Execution practice leader, “What have you learned from your nearly ten-year focus on execution?" See his response...
There is an enormous amount of untapped human potential in the area of performance, particularly when it comes to executing strategies that require changes in human behavior. There is immense potential for improvement even in the best‐run organizations. We know this because even when we see modest improvement in execution, we see a very direct impact on results. FranklinCovey’s area of expertise is not execution in general; it’s executing strategies that require a change in human behavior. Some strategies don’t require people to behave differently; for example, the decision to construct a new plant, make capital investments, etc.—we call those “stroke of the pen” strategies. There’s still work required and money spent. But when it comes to requiring people to do something different—implementing a new sales strategy, becoming more consultative in their approach, engaging clients more effectively, becoming more innovative—any of those, that’s our area of expertise. There is an enormous amount of latent potential in that area. And so that’s the first thing we’ve learned—the fact that many strategies require a change in human behavior, which can mean the difference in success or failure.
Secondly, leaders tend to be their own worst enemies, particularly the ambitious, creative ones. They have a propensity to produce lots of good ideas. They always have more good ideas than the capacity to execute. The quickest way to shoot themselves in the foot is to execute on all the good ideas. They aren’t lacking in creative new approaches, they’re drowning in ideas that aren’t being executed on. From an execution viewpoint, paralyzing an organization is guaranteed when you “over‐goal” it. One way to do that is to say yes to all the good ideas, which is one of the most intuitive things in the world. Good ideas don’t come in nice, neat bundles. Each one feels like, “If I say no to this, I’m crazy.” So they say yes, and now there’s one more goal. New ideas come every day, every week, and month—not all at once—so you fall quickly into “goal creep.”
The other place they’ll over‐goal is by turning day‐to‐day measurements into goals. Just because you can measure something, doesn’t mean it should become a goal. It’s goal creep. You must measure your goal, but everything you can measure doesn’t need to be a goal. Otherwise, the by‐product is that intelligent people will struggle with maintaining focus. We meet with six to eight new executive teams a week, worldwide. In our experience, we almost never meet an executive team that doesn’t struggle in the area of focus. Almost all of them will confess they feel the same symptoms. Again, leaders tend to be their own worst enemies in execution, and their lack of focus is one area. There are others, let’s call them the four sins of execution:
1. Saying yes to all good ideas.
Secondly, leaders tend to be their own worst enemies, particularly the ambitious, creative ones. They have a propensity to produce lots of good ideas. They always have more good ideas than the capacity to execute. The quickest way to shoot themselves in the foot is to execute on all the good ideas. They aren’t lacking in creative new approaches, they’re drowning in ideas that aren’t being executed on. From an execution viewpoint, paralyzing an organization is guaranteed when you “over‐goal” it. One way to do that is to say yes to all the good ideas, which is one of the most intuitive things in the world. Good ideas don’t come in nice, neat bundles. Each one feels like, “If I say no to this, I’m crazy.” So they say yes, and now there’s one more goal. New ideas come every day, every week, and month—not all at once—so you fall quickly into “goal creep.”
The other place they’ll over‐goal is by turning day‐to‐day measurements into goals. Just because you can measure something, doesn’t mean it should become a goal. It’s goal creep. You must measure your goal, but everything you can measure doesn’t need to be a goal. Otherwise, the by‐product is that intelligent people will struggle with maintaining focus. We meet with six to eight new executive teams a week, worldwide. In our experience, we almost never meet an executive team that doesn’t struggle in the area of focus. Almost all of them will confess they feel the same symptoms. Again, leaders tend to be their own worst enemies in execution, and their lack of focus is one area. There are others, let’s call them the four sins of execution:
1. Saying yes to all good ideas.
2. Managing to the lag measures versus the lead measures.
3. Creating coaching scoreboards instead of player scoreboards
Leaders want to create complex coaches’ scoreboards as opposed to simple, clear players’ scoreboards. Why? They create scoreboards for the purpose of business analysis. Player scoreboards tell them if they’re winning or losing. Every athletic event gets this right, most organizations get it wrong. If you ask a leader, what’s your most important metric? Are you winning or losing today? Are your goals getting harder or easier? Are you at the beginning or end of the race? They often have difficultly telling you on the spot. When player scoreboards are done right, the player can tell you the answer, instantly. Leaders will typically have to call someone to get that data.
4. Telling people what you want them to do, instead of eliciting commitments from them about what they’re going to do. Even when they want you to tell them or expect you to tell them what to do.
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One of many success stories...
Opryland Video - A video about the impact of the 4 Disciplines of Execution on guest satisfaction and customer loyalty at the Gaylord Opryland Resort and Convention Center in Nashville, Tennessee, USA. Please use this video in conjunction with the printed case study available on this website and entitled, "Guest Satisfaction at Gaylord Opryland."