Looking for:
4 disciplines of execution ebook free download4 disciplines of execution ebook free download -
- 4 disciplines of execution ebook free download
For further reference, you can read more. Are you having trouble actually executing your goals? This book provides ways to overcome this common challenge and achieve the results you want in life, whether they be losing weight, starting читать exercise regimen, or starting your own business.
In his book, The 4 Disciplines of Adobe software free download for pc, Chris McChesney presents a blueprint for successfully achieving goals that are both powerful and simple.
The framework of this blueprint is based on the idea that there are four key disciplines involved in the execution of any goal and project.
These disciplines are Vision, Strategy, Execution, and Control. After 4 disciplines of execution ebook free download each of these four areas, McChesney goes on to explain how they /20071.php together to help you achieve goals in your business and personal life. I recently read the book The 4 Disciplines of Execution by Chris McChesney and Sean Covey, which outlines the four продолжить чтение critical factors necessary to make your goals reality or as they put it, to make the leap from having goals to getting results.
Contact us if it is protected by discoplines laws. Save my name, email, and website in this browser for the next time I comment. Share The Knowledge! Recommended Ebok We would like to keep you updated with special notifications. I decline I 4 disciplines of execution ebook free download.
4 disciplines of execution ebook free download. The 4 Disciplines of Execution by Chris McChesney PDF Download | Read
For further reference, you can read more. Are you having trouble actually executing your goals? This book provides ways to overcome this common challenge and achieve the results you want in life, whether they be losing weight, starting an exercise regimen, or starting your own business.
In his book, The 4 Disciplines of Execution, Chris McChesney presents a blueprint for successfully achieving goals that are both powerful and simple. The framework of this blueprint is based on the idea that there are four key disciplines involved in the execution of any goal and project.
These disciplines are Vision, Strategy, Execution, and Control. After introducing each of these four areas, McChesney goes on to explain how they work together to help you achieve goals in your business and personal life. The popular school of thought is that more goals and bigger goals are better.
But the reality is that narrowing your focus is going to yield better results. Leaders often express this issue as a result of continuously noticing things that need to be improved and recognising new opportunities regularly.
Leaders often express a feeling of overwhelm with multiple things on their plate at once. However, McChesney points out that the issue is the leader themselves. Leaders, take note McChesney identifies a few things that leaders should be aware of when managing their teams: 1. If you are an ambitious or creative leader, then you are always going to do more.
Consider that this could be why you push your team to take on too much work and feel overworked. Another issue that leaders often face is hedging their bets.
In fearing failure, you encourage you team to try everything assuming that something may work. Instead of focusing on volume, get your team to focus all of their attention on one option, and know that you put everything into it. The prime issue that leaders face when trying to narrow goals is the struggle of rejecting good ideas. It feels unnatural for a leader to turn away opportunities that present themselves but McChesney explains that this is sometimes necessary if you want to pursue the RIGHT goals.
In other words, if you want high-focus, high-performance team members, they must have something wildly important to focus on. Sometimes, the answer will be obvious but at other times you will struggle to pick just one. Instead, consider your current situation, the current level of performance your team is outputting and try to identify one area where change would have the most significant impact.
The goal will likely be one of two things. Expanding this to an entire organisation McChesney has focused on discussing goals in relation to a leader and a team, however, he also emphasises the importance of rolling this new discipline out to an entire organisation.
The larger scale can be daunting but the rewards will be worth it. He has a few rules that he recommends you follow when trying to narrow the focus of an entire organisation: 1. The battles you choose must win the war. Your senior leaders should not be dictators, but they have the power of veto.
The aim of discipline 2 is to identify the tasks and actions that are most likely to help you and your team reach the goal. Lag measures vs. McChesney defines a lag measure as an indicator of when you have achieved the goal.
Whereas the lead measure will inform you of the likelihood of you reaching the goal. Lead measures are predictive and entirely within your control, and at any point, if you are informed that you are unlikely to reach your goal, you can do something about it. McChesney uses a car breaking down to explain the two in a simpler way. How often your car breaks down is outside of your control, it is the lag measure. However, you can do something about maintaining your car and ensure that it gets done regularly.
This is the lead measure. The more feedback you receive and act upon the lead measure, the less likely your car is to break down. Too often organisations establish long-term plans that are rigid. By checking in daily or weekly, you give yourself and your team the ability to identify what needs to be done right now in order to drive the lead measures. Unfortunately, McChesney points out that leaders spend the majority of their energy focusing on the lag measures and forgo the importance of a lead measure.
This holds them back significantly because lag measure simply cannot be changed. And, in virtually every case, fixating solely on the lag measures fails to drive results. Unfortunately, the lead measure data is harder to find that the lag measure data, making your job a little bit more difficult. However, McChesney emphasises again the importance of tracking your lead measures. He explains that he sees too many people and teams struggle with this, realising that getting the data is hard work.
This is a real problem and something you need to avoid doing. No matter how hard, you have to pursue the lead measure data. This is important because everyone needs to know whether they are on the right track or not at all times. McChesney calls this the discipline of engagement. He explains that there is a difference between understanding the concept of lead and lag measures and actually knowing the score. If the lead and lag measures are not recorded and relayed to all team members, then they will quickly be forgotten.
Knowing the score is going to keep you and your team engaged and propelling forwards. Your scoreboard needs to be clear and outline the data in a simple and easy to understand way.
The key purpose of a scoreboard is to motivate the team. Only have necessary data on display and ensure that at a glance everyone can understand it. You need to be able to tell within a 5-second glance if you are on the right track.
Be in it to win it McChesney identifies the concept of not feeling as if it is possible to win as one of the most demoralising. He emphasises the importance of team morale being as high as possible, everyone should be playing to win, not simply playing to survive and get through the day. When it starts to work, even people who have shown little interest become very engaged as the entire team starts to see that they are winning, often for the first time. Most people believe the former.
However, McChesney believes that results are what truly drives engagement. When a team can identify their actions as having a significant impact on the results, then their engagement is going to soar.
McChesney explains that morale and engagement are significantly effected by people feeling as if they are winning. He identifies winning as having a more significant affect than any money, bonus, working conditions or even the likability of the people you work with.
He emphasises the importance of having a consistent way to track past performance and plan for the future. Any team that lacks accountability will find people losing focus, getting distracted and disagreements over what is really important. But with Discipline 4, you and your team ensure that the goal is achieved no matter what is going on around you.
A WIG session is a twenty-to-thirty minute meeting with a pre-arranged agenda designed to re-focus on accountability. McChesney strongly believes that this kind of meeting is what makes the difference between a team failing and a team winning.
These meetings are designed to hold each team member accountable for their dedicated tasks, all with the aim of moving the lead measures. McChesney explains that there are few rules that must be enacted in these WIG sessions. Always be consistent with your WIG sessions. Hold these on the same day and at the same time each week. Establish a predictable routine so that everyone always knows what to expect and when to expect it. Missing a week will have a significant effect on team accountability and therefore results.
Limit the WIG session discussion to only actions and results directly related to the scoreboard. Do not allow any distractions and remain focused only on the task at hand. This will ensure that the sessions are fast, seamless and everyone walks away knowing exactly what is expected of them. You want your sessions to be fast and efficient. Have a clear agenda. Start with a brief report on commitments.
Then review the scoreboard, identifying successes and failures. Finally, plan the new commitments and direction. Have everyone prepare for the meeting. Take the time to be creative and open to new suggestions if you are struggling. Identify all obstacles that are in your way and discuss how you can overcome these. Talking about issues out loud with the whole team can help you come to solutions quicker than if you were working alone.
And more often than not, another team member will have the ability to help with your obstacle. Black vs. Grey McChesney introduces the concept of visualising your working day in two blocks of colours. Black represents time dedicated to working on the wildly important goal and Grey represents all other day-to-day tasks. McChesney explains that the majority of your working day will be represented by the colour grey. But the thing you need to avoid is having your entire week coloured grey.
Comments
Post a Comment