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The 4 DISCIPLINES of Execution™

The challenge

Do your employees know your organization’s top priorities?

Executing strategic goals is the greatest challenge in business today. Aligning the organization with your most important objectives is a never-ending battle. In addition, keeping people engaged and focused on the top goals is critical. Imagine an organization where all employees are totally focused on the most important priorities and committed to achieving the Wildly Important Goals.

Why Execution Breaks Down

FranklinCovey has studied execution challenges for several years in hundreds of organizations. Our research shows that execution breaks down in four ways:

    1. People don’t know the goal. Either there are too many goals or the goals aren’t clear.
    2. People don’t know what to do to achieve the goal. The goals are not translated into day-to-day activities.
    3. People don’t keep score. Few people can tell at any moment if they are on track to achieve the things that really matter.
    4. People don’t account for results. People don’t account to each other for progress on their most important goals.

Franklin Covey Leadership Solution

The 4 Disciplines of Execution: Skills Workshop provides the principles, skills and tools necessary to execute flawlessly again and again.
This workshop is training and skill development that helps individuals produce leaders’ breakthrough results. Participants bring their real work goals and develop their own work plans.

Course content

Creating a culture of execution comes from embedding four essential disciplines into your organization. Both individuals and teams will learn to institutionalize a common approach:

The 4 Disciplines Execution Process

 1.Focus on the Wildly Important.
Exceptional execution starts with narrowing the focus—clearly identifying what must be done, or nothing else you achieve really matters much.
2.Act on the Lead Measures.
Twenty percent of activities produce eighty percent of results. The highest predictors of goal achievement are the 80/20 activities that are identified and translated into individual actions and tracked passionately.
3.Keep a Compelling Scoreboard.
People and teams play differently when they are keeping score. The right kind of scoreboards motivates the players to win.
4.Create a Cadence of Accountability.
Great performers thrive in a culture of accountability that is frequent, positive, and self-directed. Each team engages in a simple weekly review process that highlights successes, analyzes failures, and course-corrects as necessary, creating the ultimate performance management system.
WIG Session Process

 WIG Session Process. In the weekly WIG Session, team members account for the previous week, review the scoreboard to see where they stand and plan the upcoming week—all in order to move the Wildly Important Goals forward.

Success Starts with "Moving the Middle" to a Higher Standard of Execution

In a day of unprecedented opportunity - and risk - the importance for teams in your organization to consistently execute on your most critical objectives cannot be overstated. And in every organization, you will find pockets of great execution—a "top 20%" of performance. The problem lies in moving the middle, the 60% of your workforce that simply meets expectations, toward the level of performance that drives the top 20%.

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FranklinCovey Romania
Bd. Aviatorilor nr.68
Tel/Fax: 031.405.94.24/25
021.311.16.93