The 4 Disciplines of Execution: Achieving Your Wildly Important Goals Author: Chris McChesney | Language: English | ISBN:
B005FLODJ8 | Format: PDF
The 4 Disciplines of Execution: Achieving Your Wildly Important Goals Description
Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it’s likely no one even noticed.
What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow!
The 4 Disciplines of Execution can change all that forever.
The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following The 4 Disciplines:
• Focusing on the Wildly Important • Acting on Lead Measures• Keeping a Compelling Scoreboard • Creating a Cadence of Accountability leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.
4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results—regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today’s competitive climate. Simply put, this is one book that no business leader can afford to miss.
- File Size: 3496 KB
- Print Length: 352 pages
- Publisher: Free Press; 1 edition (April 24, 2012)
- Sold by: Simon and Schuster Digital Sales Inc
- Language: English
- ASIN: B005FLODJ8
- Text-to-Speech: Not enabled
X-Ray:
- Lending: Not Enabled
- Amazon Best Sellers Rank: #10,577 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
- #17
in Kindle Store > Kindle eBooks > Business & Money > Business Life > Personal Success - #29
in Kindle Store > Kindle eBooks > Business & Money > Management & Leadership > Management - #42
in Kindle Store > Kindle eBooks > Business & Money > Management & Leadership > Leadership
- #17
in Kindle Store > Kindle eBooks > Business & Money > Business Life > Personal Success - #29
in Kindle Store > Kindle eBooks > Business & Money > Management & Leadership > Management - #42
in Kindle Store > Kindle eBooks > Business & Money > Management & Leadership > Leadership
For whatever reasons, many decision-makers are victims of what Jeff Pfeffer and Bob Sutton characterize as the "Knowing-Doing Gap." That is perhaps what Edison had in mind when expressing what serves as this review's title. Pfeffer and Sutton also have much of value to say about the "Doing-Knowing Gap" (i.e. Aim, Fire, Ready) and to the great credit of the co-authors of this book, the material they provide will enable almost anyone to avoid or escape from either trap.
Chris McChesney, Sean Covey, and Jim Huling introduce and then rigorously examine what they characterize as "four disciplines of execution" (4DX): Focus on the "wildly important" rather than on what is urgent (advice Steve Covey offered decades ago), Act on the "lead measures" (i.e. progress of what is done) rather than "lag measures" (i.e. results of what has been done), Keep a "compelling" scoreboard (i.e. one that simply cannot be ignored), and create a "cadence" of accountability (i.e. a cycle and rhythm of frequent accounting in coordination with what I think Mihaly Csikszentmihalyi calls "flow"). Adopting, indeed embracing these four disciplines requires a total commitment. The challenge to change agents is substantial. As Jim Stuart observes, "To achieve a goal you have never achieved before, [especially a `wildly important goal,'] you must start doing things you have never done before."
Most change initiatives either fail or fall far short of original expectations and, more often than not, the resistance is cultural in nature, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." However, it should be added, many of the wounds that change agents receive are self-inflicted.
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