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The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (Revised and Updated)

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (Revised and Updated)

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  • Type：Epub+TxT+PDF+Mobi
  • Create Date：2021-06-05 10:30:58
  • Update Date：2025-09-06
  • Status：finish
  • Author：Chris McChesney
  • ISBN：B08PVYH5CG
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Summary

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。 Leaders can produce breakthrough results， even when executing the strategy requires a significant change in behavior from their teams by following these 4 disciplines:
•
Focusing on the wildly important
•
Acting on lead measures
•
Keeping a compelling scoreboard
•
Creating a cadence of accountability。

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 audiobook that no business leader can afford to miss。



Running Time => 7hrs。 and 30mins。

©2021 Sean Covey， Chris McChesney， Jim Huling， and Scott Thele （P）2021 Simon & Schuster Audio

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Reviews

Stephanie Marcinkowski ，

Simple， clear， and concrete process for achieving results。 Looking forward to implementing it in my small business。

Molly ，

3。5 stars。 It’s very business-y， but I loved the concept of WIGS and want to try implementing them in a school team。

Joe Nuttapong ，

A must for manager who to learn how to translate a vauge strategic agenda into a measurable & desired output via Execution。

Colby ，

If the majority of people behave a particular way the majority of the time， the people are not the problem。。。people simply don't understand the goal。 Accountability is also an issue。 Goals are not translated into specific action-87 percent had no clear idea what they should be doing to achieve a goal。 "In short， people weren't sure what the goal was， weren't committed to it， didn't know what to do about it specifically， and weren't being held accountable for it。" p。6If you and your team operate If the majority of people behave a particular way the majority of the time， the people are not the problem。。。people simply don't understand the goal。 Accountability is also an issue。 Goals are not translated into specific action-87 percent had no clear idea what they should be doing to achieve a goal。 "In short， people weren't sure what the goal was， weren't committed to it， didn't know what to do about it specifically， and weren't being held accountable for it。" p。6If you and your team operate solely from within the whirlwind， you won't progress。 "The 4 Disciplines of Execution aren't designed for managing your whirlwind。 They are rules for executing your most critical strategy *in the midst of* your whirlwind。" p。9SECTION 1-THE 4 DISCIPLINESDiscipline 1: Focus on the Wildly ImportantDiscipline 2: Act on the Lead MeasureDiscipline 3: Keep a Compelling ScoreboardDiscipline 4: Create a Cadence of Accountabilityand the secret to Discipline 4 is that in addition to the repeated cadence， team members create their own commitments。 To each other as well as the leader。Core principles that govern human behavior and effectiveness: responsibility， vision， integrity， understanding， collaboration， and renewalCore principles of execution （how teams get things done）: focus， leverage， engagement， and accountability。 The challenge for leaders has been finding a way to implement them， especially when the whirlwind is raging。 （THE HOW） p。174DX says easy， does hard。4DX is counterintuitive。4DX is an operating system。Discipline 1: Focus on the Wildly Important Goal （WIG） p。23"Our neural circuits devoted to scanning， skimming， and multitasking are expanding and strengthening， while those used for reading and thinking deeply， with sustained concentration， are weakening or eroding。" -Dr。 Clifford Nass of Stanford on culture of multitasking "Improving our ability to multitask actually hampers our ability to think deeply and creatively。。。" -Jordan GrafmanBut you don't have to overload the brain。 You can leverage brain's capacity to concentrate superbly on one *wildly important goal* at a time。 The greatest challenge you face in narrowing your goals is simply that it requires you to say no to a lot of good ideas。 If every other area of our operation remained at its current level of performance， what is the one area where change would have the greatest impact？ Your WIG should be so fundamental to the heart of your mission that achieving it defines your existence as an organization。。。。。。Rule #1: No team focuses on more than two WIGs at the same time。。。。。。Rule #2: The battles you choose must win the war - always lead back to WIG。。。。。。Rule #3: Senior leaders can veto， but not dictate。 While senior leaders will undoubtedly determine top-level WIG， they must allow the leaders at each level below to define the WIGs for their teams。 Through this process， the senior leader's choice of the overall WIG brings clarity （top down）， and allowing the leaders and teams below to choose their WIGs （bottom up） brings engagement。 。。。。。Rule #4: All WIGs must have a finish line in the form of *from X to Y by when*。Narrowing your focus increases both accountability and the engagement of your team。Discipline 2: Act on the Lead Measures p。44This defines the leveraged actions that will enable the team to achieve their goal。 A lag measure tells you if you've achieved the goal， a lead measure tells you if you are likely to achieve the goal。 If you are serious about your WIG， then you must create a way to track your lead measures。 Without data， you can't drive performance on the lead measures; without lead measures， you don't have leverage。 Some can see the Rock （lag measure [test results]）， but not the Lever （lead measure [daily conferencing？]）。 Lag measures tell you if you already have achieved your goal。 Lead measures tell you if you are likely to achieve your goal。 Lead measures must be both predictive of achieving the WIG and influenceable by the team （something we can control）。Coming up with the right lead measures is really about helping everyone see themselves as strategic business partners and engaging them in dialogue about what can be done better or differently in order to achieve their WIGs。 Discipline 3: Keep a Compelling Scoreboard p。65The fundamental purpose of a players' scoreboard is to motivate the players to win。 People play differently when *they* are keeping score。 When team members themselves are keeping score， they truly understand the connection between their performance and reaching their goal， and this changes the level at which they play。。。。。。Rule #1: Scoreboard has to be simple。。。。。。Rule #2: Scoreboard has to be easily visible to the team。。。。。。Rule #3: Scoreboard must show lead and lag measures。 。。。。。Rule #4: Scoreboard mus show at a glance if you are winning。"The power of progress is fundamental to human nature， but few managers understand it or know how to leverage progress to boost motivation。" -Teresa Amabile and Steven KramerDiscipline 4: Create a Cadence of Accountability p。77Disciplines 1， 2， and 3 bring focus， clarity， and engagement， which are powerful and necessary elements for your success。 But with Discipline 4， you and your team ensure that the goal is achieved， no matter what is happening around you。 The WIG session is sacred。 It is truly amazing what you can accomplish by the simple discipline of meeting around a goal on a weekly basis over an extended period of time。 The whirlwind is never allowed into a WIG session。 At every session: report on commitments， review the scoreboard， and make a new plan; clear paths and make new commitments。 Every team member needs to ask themselves "What are the one or two most important things I can do this week to impact the lead measures？" Remember， lead measures are the team's leverage for achieving the WIG。It is critical that commitments come from the participants。 When they are able to consistently tell *you* what's needed to achieve the WIG， they will have learned a lot about execution， and so will you。 What you ultimately want is for each member of your team to take personal ownership of the commitments they make。 As a leader， you may still coach people who are struggling to make high-impact commitments， but you want to ensure that， in the end， the ideas are theirs， not yours。 Accountability to a WIG session should be personal-accountability to a weekly commitment that you yourself made and that is within your power to keep。 "Did we do what we committed *to each other* we would do？"The accountability to their peers that is created in the WIG session is an even greater motivator of performance for most individuals than accountability to their boss， and the level of importance you place on the WIG sessions will directly determine the results your team produces。SECTION TWO-INSTALLING 4DXStage 1: Getting ClearStage 2: LaunchStage 3: AdoptionStage 4: OptimizationStage 5: Habits"Whenever you see a man on top of a mountain， you can be sure he didn't fall there。" -University of Kentucky basketball Coach Adolph Rupp 。。。more

Katie Careless ，

If you can tolerate the comically macho Navy Seals trope vibe the core lessons here are flawless。 The four disciplines are; focus， leverage， engagement， and accountability。 In practise these look like WIG or Wildly Important Goal， acting on lead measures （not lag）， use of a compelling scoreboard， and creating a cadence of accountability with weekly WIG meetings。 I loved the acknowledgment of the tension between the daily BAU which the authors call the ‘whirlwind’， and while commitments teammates If you can tolerate the comically macho Navy Seals trope vibe the core lessons here are flawless。 The four disciplines are; focus， leverage， engagement， and accountability。 In practise these look like WIG or Wildly Important Goal， acting on lead measures （not lag）， use of a compelling scoreboard， and creating a cadence of accountability with weekly WIG meetings。 I loved the acknowledgment of the tension between the daily BAU which the authors call the ‘whirlwind’， and while commitments teammates made to achieving the WIG each week are essential， they are also only a small proportion of their effort。 Asking ‘what’s the one thing you will do this week that will move the lead measures of our WIG？’ Is something I’m going to start using immediately as my team already use OKRs。 There’s also something about holding people accountable to their commitments that we haven’t been nailing yet and I’m going to start doing more of。 。。。more

Lauren Davis ，

Not my favorite book ever， but one full of great ideas when it comes to managing a team & tangible how-to’s on achieving “wildly important goals。”

Martha Kertz ，

A great read！

Alissa ，

I really liked the tactics and theory of this book and it got me excited about making some changes and trying some things。 It is a bit repetitive towards the end， although that helps reinforce the concepts I did skim a bit and it feels a dated。 However the concepts are good and I'm excited to try them with my team。 I really liked the tactics and theory of this book and it got me excited about making some changes and trying some things。 It is a bit repetitive towards the end， although that helps reinforce the concepts I did skim a bit and it feels a dated。 However the concepts are good and I'm excited to try them with my team。 。。。more

Dan Bourne ，

This review has been hidden because it contains spoilers。 To view it， click here。 A powerful book if you want to get things done！ So often we lack focus and get distracted from our goals。 4DX is an operating system to keep us on track and avoid spending all our time on the day to day whirlwind！ Following the 4 disciplines of this book will help you achieve more at work and also in your personal life。 - set 1-2 wildly important goals to focus on （x to y by z） - focus on ‘leading’ measures that will help you reach your goals- create a compelling scoreboard to see progress of yo A powerful book if you want to get things done！ So often we lack focus and get distracted from our goals。 4DX is an operating system to keep us on track and avoid spending all our time on the day to day whirlwind！ Following the 4 disciplines of this book will help you achieve more at work and also in your personal life。 - set 1-2 wildly important goals to focus on （x to y by z） - focus on ‘leading’ measures that will help you reach your goals- create a compelling scoreboard to see progress of your leading measures and overall goal- set a cadence of accountability so it’s always in focus！Fantastic book， highly recommend！ 。。。more

Teresa ，

Some interesting concepts including thinking about progress monitoring a bit differently。

Lỳ ，

A very good book on strategy。 It offers a very brilliant approach to achieve your Wildly Important Goals。 But I only advise you to read through the book and get the gist inside。 It might be a bit lenghty for you。 My note for the book is bellow:Xác định các mục tiêu quan trọng => xác định các lead để thay đổi nó => giữ một bảng điểm dễ theo dõi => giữ một lịch cụ thểFour Discipline of execution 1， Tập chung vào các mục đích quan trong （chỉ nên có 2 3 deadline）-Nếu tất cả mọi thứ remain the same， A very good book on strategy。 It offers a very brilliant approach to achieve your Wildly Important Goals。 But I only advise you to read through the book and get the gist inside。 It might be a bit lenghty for you。 My note for the book is bellow:Xác định các mục tiêu quan trọng => xác định các lead để thay đổi nó => giữ một bảng điểm dễ theo dõi => giữ một lịch cụ thểFour Discipline of execution 1， Tập chung vào các mục đích quan trong （chỉ nên có 2 3 deadline）-Nếu tất cả mọi thứ remain the same， điều gì ảnh hưởng nhiều nhất đến kết quả của team？-Chỉ tập vào một vài nhiệm vụ （một thành viên chỉ nên có một vài nhiệm vụ thật quan trọng trong tuần）。 -Chỉ những thứ thật sự quan trọng， ảnh hưởng trực tiếp performance của team thì làm。2， Act on the lead measure （ tập chung cải thiện các chỉ số dẫn） （cả team xác định để đưa ra lead measure， chỉ làm những measure liên quan trực tiếp）。 -Có 2 loại chỉ số: chỉ số dẫn （lead measure） và chỉ số sau （lag measure）。 +Lead measure: các chỉ số liên quan đến hành vi ảnh hưởng trực tiếp đến lag measure （thời gian khách hàng nhận được dịch vụ， số sale một nhân viên bán được）。 Một lead measure tốt cần: có thể influence bởi các thành viên và chắc chắn mang tới thành công của nhóm nếu đạt được。 +Lag measure （doanh thu， lợi nhuận， thị phần， mức độ hài lòng khách hàng） các chi số này được thể hiện ra từ hoạt động kinh doanh trong khóa khứ của công ty。3， Giữ một bảng điểm hấp dẫn， dễ cập nhật theo dõi。-Làm một bảng điểm keep track dễ theo dõi， nhìn phát biết luôn performance của team （có sheet keep track để dí deadline nhau）。 4， Tạo ra một thói quen để team vào guồng。 -Họp mặt hàng tuần， team quyết định ra đâu là các lead measure quan trọng nhất để cải thiện。 WIG session là buổi set ra chiến lược của cả tuần， nên thuật brief （bởi chiến thuật thì phải chốt thật nhanh）=> phải làm thật thật nhanh=> nếu có vấn đề cần bàn luận， schedule của khác。 Ví dụ: Công ty muốn cải thiện tỷ lệ retention rate khách hàng của mình lên 97% trước tháng 10。 B1: Xác định các yếu tố cần cải （thời gian nhận dịch vụ， chất lượng dịch vụ nhận được）。 B2: Xác định các lead measure để hoàn thành。-Thời gian serve đồ ăn。 -（Số giây để lấy xe） Nhân viên gửi xe thậm chí còn phá tường để trả xe cho khách nhanh hơn。 -Số khách hàng mình note được thói quen） Housekeeper ghi lại thói quen chi tiết của khách hàng để ghi lại。 B3: Công ty sẽ tạo ra một sheet để update hàng ngày hoạt động của các nhân viên。 B4: Họp tuần để keeptrack xem hôm nay đã tiết kiệm được bao nhiêu thời gian， ghi lại được bao nhiêu người+suy ra initiative để cải thiện lần tới。 。。。more

Bri ，

Great concept and overall a mindset that would benefit many organizations。 I see this as difficult to put into practice in an Agile environment， specifically in consulting。 Fantastic examples for manufacturing or other waterfall industries （i。e。 construction） that have consistent processes with predictable outcomes。 The book could've easily been 50% shorter。 Great concept and overall a mindset that would benefit many organizations。 I see this as difficult to put into practice in an Agile environment， specifically in consulting。 Fantastic examples for manufacturing or other waterfall industries （i。e。 construction） that have consistent processes with predictable outcomes。 The book could've easily been 50% shorter。 。。。more

Carlos Lòpez ，

Excelente libro para la formación de compromisos consigo mismo llevando acabo cada una de las disciplinas para el cumplimiento de una meta crucialmente importante con pequeñas acciones que nos permiten llegar a esa meta que una persona u organización se propuso a conseguir fuera de todas las actividades ajenas a alcanzar dicha meta。

Alberto Benigno ，

Absolutely a must read for any （sales） leader or anyone who has the power （or the will） to change things in his/her organisation。

Finlay ，

Lots of good advice in here that recognizes the subtlety of good commitments and accountability。 The basic framework is simple （you can find a 10 min intro on Youtube）， but the valuable part of the book is in the care and details you need to be successful。 For example， understanding what a good lead measure looks like （predictive and influenceable）， or recognizing if your scoreboard is setting up a Coach's game or a Player's game （Coach's scoreboard is complex and filled with data， a Player's sc Lots of good advice in here that recognizes the subtlety of good commitments and accountability。 The basic framework is simple （you can find a 10 min intro on Youtube）， but the valuable part of the book is in the care and details you need to be successful。 For example， understanding what a good lead measure looks like （predictive and influenceable）， or recognizing if your scoreboard is setting up a Coach's game or a Player's game （Coach's scoreboard is complex and filled with data， a Player's scoreboard is simple and motivates vigorous action）。 。。。more

Susan ，

Excellent encore for those who follow the 7 Habits of Highly Effective People。 This book applies more for supervisors and group dynamics rather than just the individual performer at the workplace。 It felt to me like habit 6 synergize was fleshed out into an entire book。

Dave Bolton ，

A rousing run through a relatively simple system for organisational goals。 Working on goals at scale needs to be simple to be effective， and the author does a good job of not succumbing to the temptation to overcomplicate things。

Family ，

Clear and practical。 A good guide for employee engagement and execution of strategy。 As we begin trying to implement it， we are finding it a great challenge。 But that only tells us that it is likely to bring valuable results。

Tim ，

One of my favorite business books of all time

Ellen Davis ，

Recommended for work。 Boring and repetitive; could have been 150-200 pages shorter and still gotten its messages across。

Jaan Liitmäe ，

Practical in many areas of life supported by well-researched actual examples - thumbs up！

Ray ，

Most leaders would consider the four disciplines common sense。 However， most don’t often follow these disciplines because of the “whirlwind” and distractions faced day-to-day。 That said， this would be a great book to read prior to any large initiative or before setting out on your new year priorities， goals， and objectives。 It’s definitely a book I’ll keep on my shelf as a reminder， and reference， to pause to plan how to effectively execute。

Emanuel Steininger ，

This book is a must-read for everone who wants to get things done。 If you have an important goal to achieve， then this book will show you how you can dramatically increase your chances to achieve the goal。 The 4 disciplines are well explained with clear examples。 The are a lot of best practices， step-by-step guidelines and checklists included which help you a lot to make sure that you can practice the 4 disciplines in any real life scenario。I would definitely recommend this book to every executi This book is a must-read for everone who wants to get things done。 If you have an important goal to achieve， then this book will show you how you can dramatically increase your chances to achieve the goal。 The 4 disciplines are well explained with clear examples。 The are a lot of best practices， step-by-step guidelines and checklists included which help you a lot to make sure that you can practice the 4 disciplines in any real life scenario。I would definitely recommend this book to every executive and team lead。 It‘s not limited to a specific hierarchy level， but is applicable for everyone who needs to hit a goal。 。。。more

Shar ，

Game-changing business book。 Must read to drive org change。 So simple and powerful。 Loved this book！

Tina ，

Very practical book for executing goals that can be applied both in work and in personal life。 The last section felt a bit sales-y but overall I definitely plan on applying the general thinking of 4DX at work。

Denisse Jimenez ，

Buenísimo para los emprendedores y empresari@s que quieran implementar proyectos importantes aún con el torbellino del día a día。

Luis Barragan ，

Good， practical straight to the point kind of book。 From IT perspective there is nothing extraordinary on the practices， the main value for me was on the little details on how to execute each step in a more effective way。

Chris Jones ，

As is often the way with this sort of book， you finish it saying "YES！ I'm going to change the world。"I'll let you know how changing the world goes and adjust my rating up or as required。It is a really detailed system， which is useful in an organisation because it adds clarity when every term and process is well defined。 It also seems very likely that it will work if followed energetically。 The only complaint with the book is that it feels a bit like a sales pitch for their seminars at times but As is often the way with this sort of book， you finish it saying "YES！ I'm going to change the world。"I'll let you know how changing the world goes and adjust my rating up or as required。It is a really detailed system， which is useful in an organisation because it adds clarity when every term and process is well defined。 It also seems very likely that it will work if followed energetically。 The only complaint with the book is that it feels a bit like a sales pitch for their seminars at times but not outrageously so。Notes athttps://roamresearch。com/#/app/seajay。。。 。。。more

Tom Rogers ，

Loved the general core principles which is why i am giving it 4 stars however I did find the book a bit repetitive。 I think you should check out summaries online first， understand the 4 disciplines， then if you are interested in reading different case studies read the full book。

David Lillico ，

First half great second half filler

Reference

google book https://www.google.com/search?tbm=bks&q=The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (Revised and Updated)

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (Revised and Updated)&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (Revised and Updated)&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0