Latest / Topeka Bible Church Audio Archive / March 15, 2018 | Men Of Success - Winter 2018, Session 9 - The Four Disciplines Of Execution

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March 15, 2018 | Men Of Success - Winter 2018, Session 9 - The Four Disciplines Of Execution · Topeka Bible Church Audio Archive

• 0:00
  SPEAKER_00: All right, men, good morning.
• 0:02
  SPEAKER_00: Good to see everybody here this morning.
• 0:03
  SPEAKER_00: We're down to um two more weeks of uh Menace Success.
• 0:09
  SPEAKER_00: So I was trying to think, you know, as I'm reading, I'm always interested that the title of this, The Four Disciplines of Execution, and my mind all immediately goes to, well, let's see, there's uh hanging, there's firing squad, there's uh um oh no, not that kind of execution.
• 0:22
  SPEAKER_00: So um, you know, this is one we've we've had a lot of theory, but I think this is one that kind of gives us some gee, here's here's exactly how you do things.
• 0:31
  SPEAKER_00: And uh how many of you remember um uh Curley and City Slickers, you know, the that one thing, that one thing.
• 0:39
  SPEAKER_00: And it seems like in this the one thing is a wig.
• 0:43
  SPEAKER_00: It's uh it's a wildly important goal.
• 0:46
  SPEAKER_00: So um guys are gonna talk to us today about uh you know how we actually uh execute to uh achieve some of these things that we want to achieve.
• 0:55
  SPEAKER_00: So I'm gonna turn it over.
• 0:57
  SPEAKER_00: Great.
• 0:58
  SPEAKER_00: Thanks a lot, Paul.
• 0:59
  SPEAKER_00: Appreciate it.
• 1:00
  SPEAKER_03: And we'll get to be with your kids in Lost Valley in four days or something.
• 1:07
  SPEAKER_03: Yeah, four days, and we'll get to see them.
• 1:10
  SPEAKER_03: That'll be exciting.
• 1:11
  SPEAKER_03: Also, thank you to Tom and Steve McGuinness getting breakfast together and and all that.
• 1:19
  SPEAKER_03: I'm telling you, it's a highlight of the week.
• 1:21
  SPEAKER_01: It is.
• 1:22
  SPEAKER_01: Yeah, we're we're trying to prepare this thing, and Derek and I go, you know, the reason we meet together on Thursday morning, which is no longer the books.
• 1:32
  SPEAKER_01: It's all about the breakfast.
• 1:33
  SPEAKER_03: It's the breakfast.
• 1:34
  SPEAKER_03: The books are extra.
• 1:35
  SPEAKER_01: Wow.
• 1:37
  SPEAKER_01: Wow.
• 1:38
  SPEAKER_01: Um, so this is the last book we're gonna do this semester, right?
• 1:45
  SPEAKER_01: We're gonna do it this week, next week.
• 1:48
  SPEAKER_02: And then we're gonna, what are we gonna do the last week?
• 1:50
  SPEAKER_03: We're gonna do a little recap.
• 1:52
  SPEAKER_03: So we're gonna recap all the books that we've done so far and have discussion about okay, what's been most impactful, what's been helpful, what have we been able to see, maybe even what hasn't been as helpful for us.
• 2:07
  SPEAKER_03: And so be able to kind of have that wrap-up week uh to finish out finish out well.
• 2:13
  SPEAKER_01: So this book is um maybe not as easy to teach or something, but it's uh Derek and I agree it maybe is the single most helpful book.
• 2:25
  SPEAKER_01: So um to get things to happen, in other words, to get to success, there are two things that a leader at a business, or you could say even a parent, uh, can control or try to help.
• 2:39
  SPEAKER_01: And that and that's one is strategy, that is come up with goals or plans or what you want to do.
• 2:46
  SPEAKER_01: And the other thing that a leader can um can work on is execution.
• 2:53
  SPEAKER_01: That is to how to help people do it.
• 2:56
  SPEAKER_01: And uh the Stephen Covey group uh went around you know the world or whatever, and they ask uh business leaders which of these two is harder.
• 3:06
  SPEAKER_01: And a hundred percent of uh businessmen and leaders and CEOs said, by far, execution.
• 3:14
  SPEAKER_01: It's hard enough, you know, it's difficult.
• 3:16
  SPEAKER_01: You come up with a plan with your goals and so forth and strategy, but getting your people to do it is what's what's really, really hard.
• 3:27
  SPEAKER_01: And uh then they say, well, what's the most important?
• 3:30
  SPEAKER_01: And the answer is execution.
• 3:32
  SPEAKER_01: Then they say, well, what did you study in you know when you're getting your MBA business school?
• 3:37
  SPEAKER_01: And they say, almost totally you study strategy.
• 3:41
  SPEAKER_01: And most of the business books are about strategy.
• 3:45
  SPEAKER_01: So that's why this book is they said it's hard to write, but they they uh they said they thought it would be helpful, and it is.
• 3:54
  SPEAKER_01: Stephen Covey puts it this way it's one thing to come up with great static strategies, and easy for me to say, and goals, but it's quite another to actually get them done.
• 4:04
  SPEAKER_01: This is called the execution gap.
• 4:07
  SPEAKER_01: Um now, when they ask why is that, they came up, uh there were a lot of answers that were given.
• 4:12
  SPEAKER_01: Why is it that it's hard for in your business for people to actually get things done?
• 4:18
  SPEAKER_01: Why do your goals never seem to get done?
• 4:21
  SPEAKER_01: The most important ones.
• 4:23
  SPEAKER_01: And some of the answers were, well, we like we don't trust each other, or our people don't even know the goals, or they don't they're not committed to the goals.
• 4:32
  SPEAKER_01: But bottom line is they found that most times people don't accomplish their goals because of their day job.
• 4:42
  SPEAKER_02: And that they describe as the whirlwind.
• 4:45
  SPEAKER_01: In other words, it's the tyranny of the urgent that dominates the eight hours of your day, so you don't ever get around to spending the time necessary to do what's really important, your goals, which include new activities.
• 5:00
  SPEAKER_01: So, what dominates you, this whirlwind, is you know, doing research, doing graphics, doing your Facebook, you know, doing email, uh, et cetera, et cetera, et cetera.
• 5:10
  SPEAKER_01: And it just tyrannizes your time.
• 5:13
  SPEAKER_01: So this is what this book is about, and especially the first point, which we're about to come to.
• 5:19
  SPEAKER_01: How do you move away from the urgent, the whirlwind of the day job, which acts on you, to focus on goals, those new activities that are really important, the ones you act on.
• 5:32
  SPEAKER_01: So they concluded the four disciplines of execution.
• 5:37
  SPEAKER_01: To read them all for a second.
• 5:39
  SPEAKER_01: To focus on the wildly important is the first.
• 5:41
  SPEAKER_01: Act on lead measures, take that one if you would when we get there.
• 5:45
  SPEAKER_01: Create a compelling scoreboard, create a cadence of accountability.
• 5:49
  SPEAKER_01: So today we're just gonna run through these pretty quickly.
• 5:52
  SPEAKER_01: We'll get deeper in them next week, but I think you'll be able to see their importance.
• 5:56
  SPEAKER_01: So let me whip through the first one.
• 5:58
  SPEAKER_01: Focus on the wildly important.
• 6:00
  SPEAKER_01: Perhaps you heard um, I think it was Jim Collins about 10, 15 years ago, talked about bhags.
• 6:08
  SPEAKER_02: Um big, hairy, audacious goals.
• 6:11
  SPEAKER_02: Big hairy, audacious goals.
• 6:13
  SPEAKER_02: Yes.
• 6:14
  SPEAKER_01: But this book uh decided not to use the bhags, and so it talks, calls them wigs.
• 6:21
  SPEAKER_01: Focus on wildly important goals.
• 6:25
  SPEAKER_01: That is uh what things would change your business more than anything else, and uh, what would actually move your organization forward?
• 6:34
  SPEAKER_01: And you could apply this.
• 6:36
  SPEAKER_01: What would move your personal life or your spiritual life or your family life or a certain relationship forward?
• 6:44
  SPEAKER_01: Uh, what would be the thing that could change your life and minimize focus on the whirlwind that merely keeps things going, sacrifice that.
• 6:57
  SPEAKER_01: Uh they say you're gonna always have to spend 80% of your time doing that, but focus on the most important.
• 7:04
  SPEAKER_01: Now, how do you find out?
• 7:05
  SPEAKER_01: How do you determine your wig?
• 7:07
  SPEAKER_01: Don't ask, don't ask what's most important.
• 7:11
  SPEAKER_01: Because your answer to that will tend to be, you know, like in my case, well, it's preparing sermons.
• 7:18
  SPEAKER_01: But no, instead ask this if everything else remained the same, what is the one thing you could change that would have the greatest impact?
• 7:30
  SPEAKER_01: Isn't that interesting?
• 7:31
  SPEAKER_01: On your personal life, your spiritual life, on your marriage, on your parenting, on your business.
• 7:37
  SPEAKER_01: Okay?
• 7:38
  SPEAKER_01: So uh then they have a lot of discussion about that.
• 7:42
  SPEAKER_01: Begin it with a verb, don't get vague, and so forth.
• 7:46
  SPEAKER_01: Uh, the last uh slide I have here, because we can we can come back, we can circle and look at this next week, is notice the more you try to do, this is like the third line down, the less you accomplish.
• 8:00
  SPEAKER_01: There'll always be more good ideas.
• 8:02
  SPEAKER_01: You select one or two wigs at most.
• 8:06
  SPEAKER_01: Every time they did a study, every time a business tried to focus, the boss said we need to want to do these three things, none of them got done, or the three got done less well than if you had two or one.
• 8:18
  SPEAKER_01: So they say, never, never get your company to focus on more than one or two things, new things at once.
• 8:26
  SPEAKER_01: All right?
• 8:26
  SPEAKER_01: So that's focus on the wildly important.
• 8:29
  SPEAKER_01: Now we move to how uh that's how you get it started.
• 8:34
  SPEAKER_01: Here's how you then move it forward.
• 8:36
  SPEAKER_03: Yeah, this is you might be thinking, I thought this is a book on execution, and so far it's strategy about how to execute.
• 8:43
  SPEAKER_01: Yeah, yeah, yeah, yeah.
• 8:44
  SPEAKER_01: That's what it's yeah, it is.
• 8:46
  SPEAKER_03: That's exactly what until we get to the fourth point.
• 8:49
  SPEAKER_03: Yeah, but the first three points are all about strategy of how to execute.
• 8:54
  SPEAKER_03: And so this next one, act on lead measures.
• 8:57
  SPEAKER_03: This is this is an interesting one.
• 9:00
  SPEAKER_03: And I hadn't, until reading this book, I hadn't heard of these terms, these terms that we're going to talk about in this way before.
• 9:10
  SPEAKER_03: But it's really interesting because the f the first discipline is okay, pick whatever one or two goals are gonna be your most important, what's gonna have the most impact, choose that.
• 9:21
  SPEAKER_03: And then we have these things called lead measures and lag measures.
• 9:28
  SPEAKER_03: So for example, a lead measure would be something that is predictive and influenceable over your goal.
• 9:39
  SPEAKER_03: It is predictive and it's influence over your goal.
• 9:42
  SPEAKER_03: The lag measure is the result.
• 9:46
  SPEAKER_03: The lag measures the result.
• 9:48
  SPEAKER_03: So an example for that might be this.
• 9:52
  SPEAKER_03: I think we have an example uh here too.
• 9:54
  SPEAKER_03: So, example, your goal is to lose 10 pounds.
• 10:00
  SPEAKER_01: This is at the bottom of the these two uh beehives here.
• 10:03
  SPEAKER_01: Take a look at the very bottom of those.
• 10:05
  SPEAKER_01: I don't know if you can read those words.
• 10:06
  SPEAKER_03: Yeah.
• 10:07
  SPEAKER_03: So your goal, so your goal is to lose weight.
• 10:10
  SPEAKER_03: That that's your one thing.
• 10:11
  SPEAKER_03: That's the thing that's most important, that's what you're focusing on.
• 10:14
  SPEAKER_03: What often happens is whenever we set a goal, we we tend to look at the lag measure.
• 10:22
  SPEAKER_03: So the lag measure is the outcome.
• 10:24
  SPEAKER_03: It's the thing that you don't really have direct influence over.
• 10:29
  SPEAKER_03: It's and you can't find this out until after a certain period of time.
• 10:34
  SPEAKER_03: So, for example, when you're trying to lose weight, your lag measure is the amount of weight lost.
• 10:39
  SPEAKER_03: I'm gonna lose 20 pounds.
• 10:41
  SPEAKER_02: Something like I'm gonna lose 15 pounds or something.
• 10:43
  SPEAKER_02: Yeah, you want to lose 15 pounds in six weeks.
• 10:46
  SPEAKER_03: So at the end of six weeks, you look on the scale and you say, Have I lost 15 pounds or not?
• 10:52
  SPEAKER_03: You can say yes or no, depending on you know, obviously, what the weight is.
• 10:55
  SPEAKER_03: But what this chapter is about and what this discipline's about is not focusing on the lag measure, which is the outcome, but actually focusing on the lead measure, which is predictive, which is influenceable.
• 11:11
  SPEAKER_03: And the two main ones for losing weight are usually and just about always, diet and exercise.
• 11:19
  SPEAKER_03: So when you're looking at these lead measures, you can look at how many calories am I intaking versus how many am I burning.
• 11:28
  SPEAKER_03: So I could that's something that I control.
• 11:30
  SPEAKER_03: I can control how much I eat, I can control what types of things that I'm putting into my body, I can control how much I exercise, how many minutes, or or how much weight I'm putting on, or um whatever for those two categories.
• 11:46
  SPEAKER_03: And so this might be for me, and maybe maybe for you too, I'm not sure.
• 11:51
  SPEAKER_03: But this difference in focus between lead measure and lag measure was one of the most interesting points in the whole book when we're looking at how do we how do we use leverage?
• 12:05
  SPEAKER_03: How do we actually reach the goals that we want to reach?
• 12:10
  SPEAKER_03: And one of the things that's interesting is that usually we focus on the lag measures.
• 12:17
  SPEAKER_03: Usually we say, All right, we want to hit this goal in six weeks, and we kinda we do some things not really focused on hitting that goal, and then we kind of hope and pray and cross our fingers that we've hit it by the time six weeks is up.
• 12:34
  SPEAKER_03: But this is is much more precise, and uh the next next couple of slides are interesting.
• 12:40
  SPEAKER_03: Yeah, here's a good quote.
• 12:42
  SPEAKER_03: When a lag measure tells you, what while a lag measure tells you if you've achieved the goal, a lead measure tells you if you are likely to achieve the goal.
• 12:51
  SPEAKER_03: Um, so there's this, and then the next slide on here is it acts like this.
• 12:57
  SPEAKER_03: You've got your your goal is this huge rock.
• 12:59
  SPEAKER_03: This your goal is that stone, and by acting on the lead measures, those are the things that are going to give you leverage to actually move it.
• 13:10
  SPEAKER_03: These are the things that that you have pretty much you have control over.
• 13:16
  SPEAKER_03: And when you act on those things that are going to be most important, that are going to be most impactful for moving that goal forward, for moving that rock, that is using your maximum leverage with these lead measures.
• 13:32
  SPEAKER_03: Another example is I so we started a mentoring ministry within the student ministry for students who are interested in having a mentor, meeting one-on-one, and this is something that we had never done before.
• 13:47
  SPEAKER_03: And our goal at the beginning was to match up every student, every student who's interested with a mentor, adult mentor from TBC.
• 13:57
  SPEAKER_03: And so we didn't recruit the mentors first, we actually went to the student side first and looked for interest.
• 14:04
  SPEAKER_03: And we had about, I don't know, 10 or 15 students who were interested.
• 14:09
  SPEAKER_03: That meant that we needed 10 or 15 adult mentors to be able to match them up.
• 14:16
  SPEAKER_03: And what we did, and I didn't know this terminology at the time, but I assembled a small team together to help achieve this goal of finding these mentors.
• 14:28
  SPEAKER_03: And our goal, our lead measures for accomplishing getting those 10 to 15 mentors, were not focused on those 10 to 15 mentors, but it was actually focused on how many people do we need to contact.
• 14:44
  SPEAKER_03: And so we figured that probably three out of every 10 people we asked would be interested and say yes.
• 14:52
  SPEAKER_03: So then that's what we did.
• 14:53
  SPEAKER_03: So instead of focusing on and making the goal, we need 10 or 15 mentors, it's how many people can you contact?
• 15:02
  SPEAKER_03: 30 people, 50 people, 60 people.
• 15:04
  SPEAKER_03: And if you contact all those people and see if they're interested, chances are we're going to get the 10 to 15 mentors because that's going to have the most leverage to moving that thing.
• 15:18
  SPEAKER_03: So why do we focus on lags?
• 15:20
  SPEAKER_03: Because the measurement's a lot easier and the data is easier to obtain.
• 15:24
  SPEAKER_03: A lot of times you can get it with account or in a computer system, but when you focus on lead measures, you have to be more creative and you have to actually probably put people in position to monitor different things, whether it's in your business or your home or something else, because it's not an outcome.
• 15:40
  SPEAKER_01: And yet you do want the data, right?
• 15:43
  SPEAKER_03: You do.
• 15:44
  SPEAKER_03: Because without the data, you can't drive performance on the lead measures.
• 15:48
  SPEAKER_03: And then if you don't have any lead measures, you really don't have leverage.
• 15:53
  SPEAKER_03: You don't have maximum leverage to move that ball forward if you're only focusing on the outcomes.
• 16:00
  SPEAKER_01: So uh we move closer to number four, which is where we actually get things done.
• 16:05
  SPEAKER_01: Uh how do you then um motivate your people, your children, whatever it is, to focus on the wildly important and to act on the lead measures?
• 16:16
  SPEAKER_01: And the answer is this will be really short.
• 16:19
  SPEAKER_01: You you create a compelling scoreboard in which you list both the lead and the lag measures, though you're focusing most on the lead measures.
• 16:28
  SPEAKER_01: So you uh every every uh uh week when you get together, you put up a scoreboard, you list uh the number of say leads you generated, sales meetings, proposals sent, or whatever.
• 16:38
  SPEAKER_01: In fact, this might be a better better, you know, you might call it uh you might put your goal up at the top, your wildly important goal, list your lag goals, and then start clarifying your lead goals and how is each person on your team doing uh at accomplishing their lead goals.
• 16:56
  SPEAKER_03: You want to take us to the Man, so this is this is the execution part.
• 17:01
  SPEAKER_03: This is the we've had three main points of strategy.
• 17:05
  SPEAKER_03: Here's the execution part in the four disciplines of execution, and it's create a cadence of accountability.
• 17:12
  SPEAKER_03: And basically what this means is you can focus on the wildly important, you can focus on uh the lead measures and have those things in place, you can have your scoreboard.
• 17:23
  SPEAKER_03: But if you don't follow up and you don't have accountability, it's all gonna fall apart because people are naturally going to go back into the whirlwind and spend 100% of their time there instead of marking out time to focus on the wigs.
• 17:41
  SPEAKER_03: So I just want to read the first part of this paragraph, if you guys can see that.
• 17:45
  SPEAKER_03: Discipline four is where execution really happens.
• 17:49
  SPEAKER_03: The first three disciplines set up the game, but until you apply discipline four, your team isn't in the game.
• 17:55
  SPEAKER_03: It's based on the principle of accountability that unless we consistently hold each other accountable, the goal naturally disintegrates in the whirlwind.
• 18:15
  SPEAKER_01: I thought that was significant.
• 18:17
  SPEAKER_03: It is, and it's yeah, it's not it's not just a top-down thing, but it's a we're all a part of this team, regardless of what our roles are, and our job is to make this thing happen together.
• 18:27
  SPEAKER_03: And so this cadence of accountability, he actually calls it a WIG session, so wildly important goal session.
• 18:36
  SPEAKER_03: And he says that this is something that happens for it takes about 20 to 30 minutes.
• 18:42
  SPEAKER_01: No longer.
• 18:43
  SPEAKER_03: But it no longer, and it has to happen at least weekly.
• 18:47
  SPEAKER_03: And it he said, preferably the same time, same place.
• 18:51
  SPEAKER_03: So everybody who's a key part of that team needs to be there to discuss, and we've got a slide of it uh coming up soon, but there's there's three main components to it.
• 19:04
  SPEAKER_03: Uh, and actually they're right here.
• 19:06
  SPEAKER_03: So that's great.
• 19:07
  SPEAKER_02: This one?
• 19:07
  SPEAKER_03: Uh one back.
• 19:09
  SPEAKER_03: So at the very bottom, oh yeah, here's here's the three things.
• 19:13
  SPEAKER_03: Make it at the same time every week, and then the first thing that happens in this wig session, wildly important goal session that lasts no more than 20 to 30 minutes, is you review the the last week's commitments.
• 19:26
  SPEAKER_03: So I show up to the meeting, I say, hey, my goal is to contact 10 people, did I do it?
• 19:31
  SPEAKER_03: Yes or no?
• 19:32
  SPEAKER_03: And you you report and give your your accountability.
• 19:35
  SPEAKER_03: And then the next is to review and update the scoreboard.
• 19:38
  SPEAKER_03: So, whatever however you're you're keeping score on uh are you acting on those lead measures or not, you come together after everyone's reported.
• 19:48
  SPEAKER_03: Did I do what I was supposed to do?
• 19:50
  SPEAKER_03: Am I held accountable to it?
• 19:52
  SPEAKER_03: And then you update the scoreboard.
• 19:53
  SPEAKER_03: So, did this actually move our progress forward?
• 19:56
  SPEAKER_03: Did this actually help uh these whatever the tasks are, did they help us achieve our end goal?
• 20:03
  SPEAKER_03: And then we update the scoreboard, see how we're doing.
• 20:05
  SPEAKER_03: And then the last part is make new commitments.
• 20:09
  SPEAKER_03: Okay, so going forward in this next week, I'm going to commit to contacting 15 people.
• 20:15
  SPEAKER_03: I'm going to make sure I'm in my Bible every single day.
• 20:20
  SPEAKER_03: I need to make sure that I'm praying for so-and-so uh one time this week.
• 20:25
  SPEAKER_03: Whatever that goal happens to be that you have power over that you can control, you commit to that for the next time.
• 20:34
  SPEAKER_03: And he says that this is, and here's the next um on this next one, it's it's not a staff meeting.
• 20:41
  SPEAKER_03: He said, this is not part of a staff meeting.
• 20:43
  SPEAKER_03: This is a completely separate gathering specifically for the wildly important goal.
• 20:51
  SPEAKER_03: So nothing else gets discussed except for that wildly important goal.
• 20:56
  SPEAKER_03: There may be something else important that comes up, but if there is, then you say, let's wait until staff meeting to talk about that, or let's schedule another time to talk about that.
• 21:04
  SPEAKER_03: But this is specifically for those one or two things that you're doing on your team, in your organization, in your group, in your family, that you feel is going to move the needle forward in whatever significant area you want to do that in.
• 21:24
  SPEAKER_01: So that's the same thing you just said.
• 21:26
  SPEAKER_01: Yeah, and then you want to kind of this week, or you want to go over that?
• 21:31
  SPEAKER_03: We'll just go over it real quick.
• 21:33
  SPEAKER_03: Because he says, and this is really important to that wig session.
• 21:37
  SPEAKER_03: I I've I think in the book, he references Lencioni's book, The Three Signs of a Miserable Job, and he he lists three different things that make people miserable and basically hate their job.
• 21:49
  SPEAKER_03: One, irrelevance, so they feel like what they do is not important.
• 21:54
  SPEAKER_03: Two, in measurement, they don't really feel like they're being measured or there's No, there's no stick to kind of go for, there's there's no red tape at the end that you're trying to cross.
• 22:06
  SPEAKER_03: And anonymity.
• 22:08
  SPEAKER_03: Nobody even knows who I am.
• 22:10
  SPEAKER_03: I could not show up and nobody would notice.
• 22:13
  SPEAKER_03: And what he what uh the authors say about this wig session, not only does it help us achieve the goal, but it helps prevent these three things from happening.
• 22:23
  SPEAKER_03: Because when you've got all these guys in the room, regardless of their position, these are all people who are critical to the process, and it you have to be held accountable so you cannot remain anonymous when you have this session.
• 22:36
  SPEAKER_03: You are expected to voice your opinion, you're expected to voice your ideas, so that means that's giving you relevance.
• 22:44
  SPEAKER_03: What you say is actually important, and it helps against in measurement because you're coming in and you're talking about this specific goal that you have a responsibility for, and that is being measured, and you're helping to set your own goals going forward, and so it keeps everybody accountable in the group and makes everybody who's there feel like they have skin in the game because they do.
• 23:13
  SPEAKER_03: And that helps prevent this job misery thing and actually helps people get internally motivated.
• 23:21
  SPEAKER_03: If you guys remember that book Drive that we did, it helps drive that internal motivation forward.
• 23:29
  SPEAKER_03: Then he has a little quote if any manager has responsibility in the world, it's to help people understand why their work matters.
• 23:35
  SPEAKER_03: And then the last quote for this is the level of importance you place on the WIG session will directly determine the results your team produces.
• 23:46
  SPEAKER_03: So he says you can have disciplines one, two, and three, you can have the lead measure, you can have the goal, you can have all that.
• 23:51
  SPEAKER_03: If you don't have this accountability session on a regular basis, at a minimum every week, your result, your results are going to be significantly diminished to what they could have been.
• 24:06
  SPEAKER_01: Um before we look at the verses, uh Derek, I was thinking this week uh how especially that second point you made about lead measures versus lag transformed um the first real job, the hardest job I've ever worked in my life, which was being a salesman.
• 24:22
  SPEAKER_01: I was 17 years old uh when I went out to uh uh college at Wheaton College, and I signed on to go be a door-to-door salesman during the summer because I knew I needed to meet and deal with people, and I also wanted to see if I could pay for Wheaton College, which at that time was$6,000 a year, which was huge back then.
• 24:41
  SPEAKER_01: It's like$40,000 this year.
• 24:43
  SPEAKER_01: It was extremely expensive.
• 24:44
  SPEAKER_01: And summer jobs only usually earned you a few hundred dollars.
• 24:48
  SPEAKER_01: So I go out and I sell for the Southwestern Company in Pennsylvania, thousands of miles from home.
• 24:53
  SPEAKER_01: And I am one of those guys.
• 24:54
  SPEAKER_01: Have you ever had a salesman come up to your door, knock, and you look at them, and you can tell they're looking at you, and in their eyes, it's like, please buy from me, please buy.
• 25:05
  SPEAKER_01: You know, they're desperate, and maybe they put a little pressure on you, but they're just and and they're no good, and they freak you out because they're so nervous.
• 25:13
  SPEAKER_01: That was me.
• 25:14
  SPEAKER_01: And I sold, even though I was working a minimum of 80 hours a week, riding a bicycle from farmhouse to farmhouse in central Pennsylvania, uh starting out, you know, hitting on the first door at 8 a.m.
• 25:26
  SPEAKER_01: exactly every morning, ending at about 10 p.m.
• 25:30
  SPEAKER_01: and hitchhiking home.
• 25:31
  SPEAKER_01: Um, I worked a whole summer and made a total of 300 bucks in post-dated checks, which I then left on the plane on the way home.
• 25:40
  SPEAKER_01: So um, so but I sign on again because I know it'll be good for me.
• 25:44
  SPEAKER_01: So the whole second summer, I worked like a dog again and I make$1,000, which is bad even back then for working that hard.
• 25:53
  SPEAKER_01: So, but but I was all about, I was putting, I was thinking, Mrs.
• 25:56
  SPEAKER_01: Jones, that's what we call her, Mrs.
• 25:58
  SPEAKER_01: Jones has got to help me, she's got to buy from me, and you know, and please, please.
• 26:01
  SPEAKER_01: I mean, that that was what was conveyed.
• 26:03
  SPEAKER_01: And I was so uncomfortable, and it was so much pressure I felt within me, and it was awful.
• 26:09
  SPEAKER_01: And then third summer, I'm I start off the same first two weeks the same way, and then somebody said something that just transformed it, said, How many demonstrations, how many times are you explaining these Bible study, Bible story books you have?
• 26:24
  SPEAKER_01: How many times are you bringing them out and showing people?
• 26:27
  SPEAKER_01: And I thought, you know, I was keeping a record.
• 26:30
  SPEAKER_01: I was doing it about a dozen times a day, 12 to 15 times a day.
• 26:33
  SPEAKER_01: About one out of eight people was letting me in their house or whatever, do that.
• 26:37
  SPEAKER_01: And then I was spending as much time as I could trying to talk them into it.
• 26:42
  SPEAKER_01: And they said, you know, what you need to figure out is how many of those are you selling?
• 26:46
  SPEAKER_01: And I thought, I'm selling about one out of every seven times.
• 26:50
  SPEAKER_01: Well, then why don't you focus on how many times you show them and multiply those.
• 26:56
  SPEAKER_01: Make your goal 30.
• 26:58
  SPEAKER_01: I thought, 30.
• 26:59
  SPEAKER_01: How can I do that?
• 27:00
  SPEAKER_01: I can't I can barely get through the sales talk in 15 minutes.
• 27:03
  SPEAKER_01: But I set that as my goal, didn't often hit it, but suddenly I was up to showing, I I would say, I'd be looking at my watch the whole time.
• 27:11
  SPEAKER_01: I wasn't focusing on her anymore, wasn't putting pressure on her.
• 27:15
  SPEAKER_01: I was just thinking, this is my one goal, this is my only goal.
• 27:18
  SPEAKER_01: And suddenly I'm up to 25 demonstrations a day.
• 27:22
  SPEAKER_01: And for some reason, because I'm not focusing on her, I'm focusing on accomplishing this other goal.
• 27:28
  SPEAKER_01: Then suddenly I'm selling one out of five or one out of six, and I'm demonstrating 25 times a day.
• 27:34
  SPEAKER_01: So my sales suddenly double and then triple.
• 27:37
  SPEAKER_01: So suddenly out of 7,000 salesmen, I'm in the top 500.
• 27:41
  SPEAKER_01: And it continued that way.
• 27:43
  SPEAKER_01: So I got my so I'm constantly telling people, I've got to go, I've got to go.
• 27:47
  SPEAKER_01: You know, it's uh I only spend 15 to 20, and they really respected that.
• 27:51
  SPEAKER_01: And I'd say, it doesn't matter to me.
• 27:53
  SPEAKER_01: It makes no difference to me.
• 27:54
  SPEAKER_01: I just need you to make a decision one way or the other.
• 27:57
  SPEAKER_01: Okay, here's here's some options.
• 27:59
  SPEAKER_01: And uh so it's transformed everything.
• 28:02
  SPEAKER_01: So by my fifth summer, there are five summers, I'm making over 6,000 a summer, able to pay off Wheaton College.
• 28:08
  SPEAKER_01: I'm one of the top 50 salesmen in the company, simply because I moved from lag measures to lead measures.
• 28:15
  SPEAKER_01: And that last summer, I'm the sales manager of the state of Florida, and I'm putting up there for these guys every week, not just the lag measure top salesman, but to the left of it, how who had the top number of demonstrations?
• 28:28
  SPEAKER_01: Who showed the books the most times during that last week?
• 28:32
  SPEAKER_01: So you had both.
• 28:33
  SPEAKER_01: So this is the scoreboard and accountability.
• 28:36
  SPEAKER_01: And and so I'm reading this book and I'm going, why did I never do that at Tabeka Vio?
• 28:42
  SPEAKER_01: I mean, why I have never done that since then?
• 28:44
  SPEAKER_01: Because that's that's the same principle.
• 28:47
  SPEAKER_03: That's great.
• 28:48
  SPEAKER_03: There's one more thing that I think we we haven't explicitly said, but I think it's is critical to this whole process, and it has to do with the lead measures.
• 28:58
  SPEAKER_03: A really important thing for that, and it this thing will fall apart if we don't do it, is to actually measure them.
• 29:08
  SPEAKER_03: You can't just have lead measures as goals, but you have to actually keep track of them.
• 29:14
  SPEAKER_03: If your demonstration's goal is 30, you can't just say that and not actually keep track of it anywhere because then it doesn't matter.
• 29:20
  SPEAKER_01: Yeah, because nobody cares about going to a ball game if there's no scoreboard.
• 29:23
  SPEAKER_01: Exactly.
• 29:24
  SPEAKER_03: Yeah.
• 29:25
  SPEAKER_01: So uh a couple of verses.
• 29:27
  SPEAKER_03: Yeah.
• 29:28
  SPEAKER_03: Look, look straight ahead, fix your eyes on what lies before you and don't get sidetracked.
• 29:32
  SPEAKER_03: That's Proverbs 4, 25 and 27.
• 29:36
  SPEAKER_01: Proverbs 21, 5.
• 29:37
  SPEAKER_01: Good planning and hard work lead to prosperity.
• 29:40
  SPEAKER_01: Hasty shortcuts lead to poverty.
• 29:43
  SPEAKER_01: Hey, so next week, uh uh this is the first half of the book, then they talk a little bit more about how to apply it to your specific business or your home or whatever next week.
• 29:54
  SPEAKER_01: We'll focus on that.
• 29:55
  SPEAKER_01: We'll take another circle around, uh, dig a little deeper in these things.
• 29:59
  SPEAKER_01: I think you'll like it.
• 30:00
  SPEAKER_01: So we have a couple discussion starters.
• 30:02
  SPEAKER_01: Do you remember the last goal you set for yourself or New Year's resolution you made?
• 30:07
  SPEAKER_01: How did it go?
• 30:08
  SPEAKER_01: Did it get suffocated out by other urgent priority uh zzz priorities?
• 30:14
  SPEAKER_01: The whirlwind.
• 30:16
  SPEAKER_01: Here's another question you may want to take.
• 30:17
  SPEAKER_01: Pick one work, home, health, relationships.
• 30:20
  SPEAKER_01: If everything else remained the same, what's one thing you could change that would have the most impact that would qualify as your wig, your wildly important goal?
• 30:30
  SPEAKER_01: Right.
• 30:30
  SPEAKER_03: Let's pray.
• 30:31
  SPEAKER_03: Heavenly Father, thanks for your word.
• 30:33
  SPEAKER_03: Thank you for Proverbs.
• 30:35
  SPEAKER_03: Thank you for uh giving us these examples to focus ahead, to be consistent, to be disciplined.
• 30:42
  SPEAKER_03: Help us to do that in our lives, especially in our spiritual lives.
• 30:46
  SPEAKER_03: Help us to have at least one wildly important goal to help us grow in our relationship with you.
• 30:51
  SPEAKER_03: In Jesus' name.
• 30:52
  SPEAKER_03: Amen.