covey leadership challenge
TRANSCRIPT
Delivering Results as a Principle-Centered Leader
Execution: The Leadership Challenge of the 21st Century
The Challenge: Ability to Execute“Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute all other attributes of leadership become hollow”— Larry Bossidy Chairman, Honeywell International
#1 REASON WHY LEADERS FAIL?
70% of strategic failures are due to poor execution of leadership. …
It’s rarely for lack of smartsor vision.
Source: Charan, R. and Colvin, G. “Why CEOs Fail”, Fortune, June 21, 1999.
Business Plans--Execution
Ram Charan
HarrisInteractiveSM
McKinsey & Company
1. Leadership and Execution
2. Identify your agency’s “Execution Challenge”
3. Research on root-cause break downs in
execution.
4. What a Leader Needs to Know (The Principles
of Execution)
5. What a Leader Needs to Do (The Process for
Executing)
Agenda
WILDLY IMPORTANT
important adj. 1: meaning a great deal; having significance, value
wildly important adj. 1: of visionary and strategic import; carrying serious economic consequence; potential for unbelievable satisfaction of key stakeholders; causing intense excitement and enthusiasm
THE POWER OF FOCUS
01–22–3
Goals Achieved With Excellence
11–204–102–3Number of Goals
A leader who say’s “I’ve got ten priorities” doesn’t know what he is talking about. He doesn’t know himself what the most important things
are. You’ve got to have these few, clearly realistic
goals and priorities…
Larry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done, New York:
Crown Business, 2002
W.I.G.s Wildly
Important Goals
Model Not yet Never
Execution
Execution Challenge
_______________
_______________
_______________
Who?_____________
What Different?
__________________
__________________
__________________
__________________
__________________
What is the most
important goal of the
business unit?
Is there a group of people that have to
learn something new or do something
different, in order for you to be
successful?
What % models this behavior?
What % need to, in order for you to achieve your WIG
Tasks / Activities
Wildly Important
Goals
1
___%___%___%20 60 20
80
Execution
Model Not yet Never
3
100% Guest Retention
2
Tasks / Activities
Who: (Group) House Keeping
What: (Do Different)…
1. Gather information on
individual preferences
2. Converse with guests
3. Input data into computer
system
Ritz-Carlton
Strategic Bet Execution Bet
?
Technical or HumanProcess
Plan
Tools
Buy – in
Clarity
Accountability
W.I.G.s Tasks / Activities
Execution
Principles Process
What a Leader needs to Know
What a Leader
needs to Do
W.I.G.S. Tasks / Activities
Execution
Gauge Process
Execution
Principles Process
Clarity
Commitment
Translation
Discipline
Enabling
Trust
Collaboration
Accountability
Synergy
Focus
8 Principles of Execution
Clarity
Commitment
Translation
Discipline
Enabling
Collaboration
Trust
Accountability
Synergy
Focus
8 Principles of Execution
1. Do they know what’s most Important
Lack of Clarity
Clarity
Commitment
Translation
Discipline
Enabling
Collaboration
Trust
Accountability
Synergy
Focus
8 Principles of Execution
1. Do they know what’s most Important
2. Do they want to do it?
3. Do they know how to do it?
4. Do they sustain the course?
5. Do they work together?
xQ Results
1. Do people know what to do? 44% of employees say they don’t know their
company’s highest priorities
2. Do they want to do it? Only 19% feel a strong sense of commitment to the
company’s goals
3. Do they know how to do it? 9% believe their work has a strong link to their
organizations top priorities
4. Do they have the discipline? People spend less than half their time (49%)
on activities linked to the organization’s key priorities
5. Do they work together? Only 31% feel they can express themselves
honestly and candidly at work
The Focus & Execute Gap:
“Execution is a systematic way of exposing reality and acting on it. Most organizations don’t face reality very well . . . that’s the basic reason they can’t execute.”
(Ram Charan, Execution, pg. 22)
Clarity 52
Commitment 52
Translation 43
Discipline 65
Enabling 32
Collaboration 49
Trust 59
Accountability 57
Synergy
Focus
XQ51 (National Averages)
XQ 34 (First XQ Survey)
Focus 35
Synergy 33
Clarity 24 52 Commitment 39 52
Translation 19 43
Discipline 61 65
Enabling 31 32
Collaboration 39 49
Trust 30 59
Accountability 34 57
Cortez Example 1st Survey
National Ave.4/02
3
XQ 59 (Second XQ Survey)
Focus 61
Synergy 56
Clarity 24 51 Commitment 39 41Translation 19 61Discipline 61 65
Enabling 31 31Collaboration 39 59Trust 30 69Accountability 34 66
Cortez Example 2nd Survey
4/02 10/02
4
Delivering Results as a Principle-Centered Leader
Execution: The Leadership Challenge of the 21st Century
Other Approaches?
W.I.G.s Tasks / Activities
Execution
Principles Process
What a Leader needs to Know
What a Leader
needs to Do
W.I.G.S. Tasks / Activities
Execution
Gauge Process
xQExecution Quotient
Execution
Principles Process
Clarity
Commitment
Translation
Discipline
Enabling
Trust
Collaboration
Accountability
The Focus & Execute Gap:
“Execution is a systematic way of exposing reality and acting on it. Most organizations don’t face reality very well . . . that’s the basic reason they can’t execute.”
(Ram Charan, Execution, pg. 22)
Tasks / Activities
1. Focus W.I.G.s
Wildly Important
Goals
Process
Principles Process
Execution
Execution:The 4 Disciplines
of High-Performing
Teams
Humans beings are genetically hard wired to focus on one
thing at a time with excellence
1. Focus on the Wigs
Tasks / Activities
Execution
1. Focus W.I.G.s
2. Build Measures
Wildly Important
Goals
Process
Principles Process
Execution
Execution:The 4 Disciplines
of High-Performing
Teams
There is no such thing as a clear goal without a
measure.
2. Build the Measures
Tasks / Activities
1. Focus W.I.G.s
2. Build Measures
3. Translate to Action
Wildly Important
Goals
Process
Principles Process
Execution
Execution:The 4 Disciplines
of High-Performing
Teams
New goals you’ve never achieved before require new
behaviors you’ve never done before
3. Translate into Action
Tasks / Activities
1. Focus W.I.G.s
2. Build Measures
3. Translate to Action
4. Report the Results
Wildly Important
Goals
Process
Principles Process
Execution
Execution:The 4 Disciplines
of High-Performing
Teams
Individuals on high performance teams do not tolerate mediocrity, they hold
themselves and each other accountable for results and
activities.
4. Report Results
Tasks / Activities
1. Focus W.I.G.s
2. Build Measures
3. Translate to Action
4. Report the Results
Wildly Important
Goals
Execution:The 4 Disciplines
of High-Performing
Teams
Qtr / Yr
Qtr / Yr
Wk
Wk
Principles Process
Execution
Tasks / Activities
Execution
1. Focus W.I.G.s
2. Build Measures
3. Translate to Action
4. Report the Results
Wildly Important
Goals
Qtr / Yr
Qtr / Yr
Wk
Wk
The Process
Execution:The 4 Disciplines
of High-Performing
Teams
Principles Process
Herding Cats
Norfolk Naval Shipyard
• Norfolk is a 200+ year old shipyard,
• Largest in the world,
• Civilian, Military, and 8 Unions
• 8,000 people
• Handles every type of repair and
refueling
• Handles every type of ship in the
Navy
• Anytime… Anywhere…
Norfolk Naval Shipyard
Norfolk Naval Shipyard
Impact of Execution Disciplines over the last 5 years:
What they did?
1. Focused the leadership from 16 goals at a time to 5
- currently moving to 3
2. Took the five goals and translated them to the deck-
plate (front-line).
3. Built scoreboards in the shipyard, ship by ship
4. Defined performance standards and codes of
conduct, and put them "on the ground" from the
leadership team to the deck workers
Impact of Execution Disciplines over the last 5 years:
What they did?
Norfolk Naval Shipyard
Impact of Execution Disciplines over the last 5 years:
What they got?
1. Reduced cycle time on major maintenance from roughly 27 months to 20
2. Minor maintenance from 14 months to 11
3. They went from a $16 mm operating loss to a $40 mm profit (to return to the Navy) over the five year period.
4. Union Grievances went from 60 a year to virtually none
Norfolk Naval Shipyard
“This Execution Approach was ‘born’ at the shipyard at the demand of the Shipyard Commander to be able to take a specific goal and get it to the deck plate (the front-line) very fast, very effectively, and completely.
…He demanded it and we created it.
…That's the short story.”
-Jim Stuart, Franklin Covey
“70 percent of strategic failures are due to poor execution of leadership it’s rarely from lack of smarts or vision”
Ram Charan
4 Reasons Why People Do Not Reach Their Goals
• People and Teams do not know the goal– Too many goals – Goals are not clear
• People and Teams do not know what to do to achieve the goal– Goals are not translated into daily activities
• People and Teams do not keep score• People and Teams do not account for results
Leaders Influence
• The strategy – What do we want to accomplish and how do we want go about accomplishing it.
• The execution of this strategy.
4 Disciplines of Execution Overview
• Know the Goal• Know what to do to achieve the goal• Keep Score• Hold Each Other Accountable
Why is Execution so Difficult?
• Too many things going on at the same time
Whirlwind Goals
- Urgent - Important
- Can’t ignore - Can be ignored
- More immediate - Long term
consequences consequences
The trick with execution is achieving the goal in the mists of the Whirlwind.
4 Disciplines of Execution
• Discipline #1 - Focus on the Wildly Important Goals– Focus on 1 to 3 goals at a single time in addition to the
Whirlwind– Acknowledge the Whirlwind– Define the Finish Line (x to y by when)– Say “NO” to some other stuff
4 Disciplines of Execution
• Discipline #2 – Act on the Lead Measures– Activities that will Predict the outcome– Activities that can be Influenced by the individual– Lag measurement is the same as the goal
• “Oh Crap” measurement – by the time you get the measurement it is too late to change the results on your goal.
– Go and measure the Lead Measure• Not generally urgent but very important to impacting
the results towards your goals
4 Disciplines of Execution
• Discipline #3 – Keep a Compelling Scoreboard– Motivates the team to win (Fun and Clear)– Simple (5 sec rule)– Updatable (at least 2 times a week)– Complete (includes lead and lag measurements)– Drives team Planning and course corrections– Team has to like the Scoreboard
4 Disciplines of Execution
• Discipline #4 – Create a Cadence of Accountability– 20 min meeting weekly
• “What did I do last week?”• Review the Scoreboard.• “What are the 2 to 3 things I can accomplish this
week to have the greatest impact on the Scoreboard?”– Focus on moving the Lead Measure– Just in time planning (course corrections weekly)
Summary
• Whirlwind is not going away• Wildly Important Goal (WIG)
– Focus on this goal– Define a finish line
• Lead Measure– Key activities that can predict the outcome and be
influenced by each individual
• Compelling Scoreboard• Create a weekly Cadence to Accountability
What are our top 2 to 3 Wildly Important Goals?
What is the Finish Line for each WIG?
What are the Lag and Lead Measurements for each WIG?
What are key activities that will move the Lead?
What should our Compelling Scoreboard look like?