Achieve your wild goals
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Achieve Your Wild Goals by Mary Jane Popp
Do you have some wild goals you dream about, and never told anyone?
You probably think you can never achieve them, so why try? How would you like the map to get there in four steps?
Sean Covey, along with co-authors Chris McChesney and Jim Huling, have put together “The 4 Disciplines of Execution” to change your behavior and achieve your wildly important goals.
I had Chris on my POPPOFF Radio Show and he led me through these disciplines. So put aside your old ideas and get ready for some new ones. Here is the capsulated version right from their book.
1) Focus on the Wildly Important. Basically, the more you try to do, the less you actually accomplish. This is a stark, inescapable principle that we all live with. Somewhere along the way, most leaders forget this. Why? Because smart, ambitious leaders don’t want to do less, they want to do more, even when they know better. Isn’t it really difficult for you to say no to a good idea, much less a great one? And yet, there will always be more good ideas than you and your teams have the capacity to execute. So, Discipline 1 requires you to start by selecting one, or at the most, two extremely important goals, instead of trying to significantly improve everything all at once.
Failure to achieve it will make every other accomplishment seem secondary, or possibly even inconsequential.
2) Act on the Lead Measures. This is the discipline of leverage. It’s based on the simple principle that all actions are not created equal. Whatever strategy you’re pursuing, your progress and success will be based on two kinds of measures: lag and lead. Lag measures are the tracking measurements of the wildly important goal, and they are usually the ones you spend most of your time praying over. Revenue, profit, and market share are all lag measures, meaning when you receive them, the performance that drove them is already in the past. Lead measures are quite different in that they are the measures of the most high-impact things you must do to reach the goal.
Once you have identified your lead measures, they become the key leverage points for achieving your goal.
3) Keep a compelling Scoreboard. People play differently when they’re keeping score. This is the discipline of engagement. In principle, the highest level of performance always comes from people who are emotionally engaged and the highest level of engagement comes from knowing the score…that is, if people know whether they are winning or losing. And you must know the scoreboard.
If the scoreboard isn’t clear, the game you want people to play will be abandoned in the whirlwind of other activities.
4) Create A Cadence of Accountability. This is where execution really happens. The first 3 disciplines set up the game, but number four is based on the principle of accountability: that unless we consistently hold each other accountable, the goal naturally disintegrates in the whirlwind. The secret to Discipline 4, in addition to repeated cadence, is that members create their own commitments.
Because they make their own commitments, their ownership of them increases.
This is a very condensed version of what “The 4 Disciplines of Execution” is all about. The good thing is when I asked Chris if this works for team participation or for single achievement, he told me absolutely for both.
If you want more info on what these disciplines are all about, you can check out www.4DXBook.com.
Press on. Now it’s all up to you. It begins with you and it ends with you and your desire to succeed. But know you can make it happen!
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