Latest / Topeka Bible Church Audio Archive / March 22, 2018 | Men Of Success - Winter 2018, Session 10 - The Four Disciplines Of Execution

Transcript

March 22, 2018 | Men Of Success - Winter 2018, Session 10 - The Four Disciplines Of Execution · Topeka Bible Church Audio Archive

• 0:00
  SPEAKER_00: All right, man, good morning.
• 0:01
  SPEAKER_00: Good to see everybody.
• 0:02
  SPEAKER_00: We're um we're in the stretch, one more week, managed success.
• 0:07
  SPEAKER_00: Mel Congden, Derek, kids from uh TBC fresh back from uh a couple days at Lost Valley Ranch.
• 0:14
  SPEAKER_00: I'll give a plug.
• 0:14
  SPEAKER_00: If any of you ever get a chance to go to Lost Valley Ranch, you ought to consider it.
• 0:18
  SPEAKER_00: Great getaway for your family, for you and your wife.
• 0:22
  SPEAKER_00: Really cool place.
• 0:24
  SPEAKER_00: Got a couple kids that have been out there now a couple years, and uh we're actually going out uh with Greg and Deborah Nelson here next weekend to see them.
• 0:32
  SPEAKER_00: So great place.
• 0:34
  SPEAKER_00: The other thing uh had the opportunity to uh uh go to uh weekend to remember.
• 0:40
  SPEAKER_00: Uh you know, we all maintain our cars, we maintain our homes, got to maintain our marriages.
• 0:46
  SPEAKER_00: So um uh put on by Family Life, uh former TBCer and missionary that we support, uh Steve Lila Bayer, he encouraged me and uh got some scholarship to uh to go to that two weekends ago.
• 0:59
  SPEAKER_00: Really, really good.
• 1:00
  SPEAKER_00: So if you ever get a chance to go to one of those, they have them kind of all year long all over the country.
• 1:04
  SPEAKER_00: They had two in Kansas City, so uh consider that in the future.
• 1:08
  SPEAKER_00: All right, so second week on um uh this particular topic, little uh uh uh principles of execution, discipline of execution, how we actually do things.
• 1:18
  SPEAKER_00: So I've been thinking about how this really applies and this this lag versus lead measure is one that uh kind of struggling with a little bit uh where I work.
• 1:27
  SPEAKER_00: We give a bonus to our employees if we hit certain numbers.
• 1:30
  SPEAKER_00: So everybody likes that.
• 1:32
  SPEAKER_00: The trouble is you don't know whether you're gonna get it until like a month and a half after the the month is done.
• 1:37
  SPEAKER_00: So it's like, gee, we need some better, we need some better lead measures.
• 1:41
  SPEAKER_00: You know, these guys work hard and then we say, oh yeah, we didn't didn't quite do well enough.
• 1:45
  SPEAKER_00: Well, God, we got to know sooner.
• 1:46
  SPEAKER_00: So anyway, I'm kind of working on that.
• 1:48
  SPEAKER_00: We're trying to figure out some ways to get some better lead measures so we know sooner how we're doing.
• 1:53
  SPEAKER_00: So anyway, I'm gonna let these guys uh talk more about this.
• 1:55
  SPEAKER_01: What are we talking about?
• 1:56
  SPEAKER_01: I mean, that was brilliant.
• 1:57
  SPEAKER_01: Yeah.
• 1:59
  SPEAKER_01: Any any questions?
• 2:00
  SPEAKER_01: Yeah, any questions.
• 2:01
  SPEAKER_01: Here's our small group questions for the day.
• 2:03
  SPEAKER_01: Full disclosure, Paul's got two kids out there at Lost Valley Ranch, so that's special for him.
• 2:08
  SPEAKER_01: My wife was out there with the high schoolers with Derek this week.
• 2:11
  SPEAKER_01: Yeah, it was great.
• 2:12
  SPEAKER_01: What's the best thing about that?
• 2:14
  SPEAKER_02: Just seeing seeing a couple of kids conquer some of their fears of of repelling.
• 2:20
  SPEAKER_02: They had some of them had never done it before and just kept urging them and nudging them, and they they eventually go do it.
• 2:26
  SPEAKER_02: We also had a couple of kids who are marginally connected with our with our youth group, and just to see those relationships get built.
• 2:35
  SPEAKER_02: Um, when you're living together and doing everything together, that's that was a great thing.
• 2:40
  SPEAKER_02: Another cool thing, we had so we had three of our volunteer leaders all share some of their stories about how God has worked specifically in their lives, and so it was really cool for for me and our leaders and the students to see how each of those leaders actually saw God working.
• 3:02
  SPEAKER_02: So kind of taking God out of the just an idea to believe in or reading the Bible because it's words on a page to this is God active in real life.
• 3:12
  SPEAKER_02: And so that was that was probably the most impactful thing.
• 3:16
  SPEAKER_01: And here uh back at home, we're in the next to last class today, right?
• 3:22
  unknown: Yeah.
• 3:22
  SPEAKER_01: Of uh Men of Success.
• 3:24
  SPEAKER_01: So we're gonna take the second uh four disciplines of success today, and then we're gonna next week, we're gonna sort of do a flyby, flyover of all the books.
• 3:36
  SPEAKER_02: Check them out.
• 3:38
  SPEAKER_02: We'll probably, I think we're extending it next week's to like a 10-hour session.
• 3:42
  SPEAKER_02: Is that right?
• 3:43
  SPEAKER_02: So we can yeah, so we'll do highlight, highlight, you know, 40,000-foot overview of of all the books that we've done so far and the main points.
• 3:53
  SPEAKER_01: And next week we're gonna know whether or not uh KU and K-State are both in the final four.
• 3:58
  SPEAKER_02: Yeah, we'll see.
• 4:00
  SPEAKER_01: K-State is playing tonight at uh what time say, Greg?
• 4:03
  SPEAKER_01: About 8 30.
• 4:05
  SPEAKER_01: And then uh KU tomorrow up in Omaha.
• 4:08
  SPEAKER_01: K-State in Atlanta tonight.
• 4:10
  SPEAKER_01: And uh pretty exciting.
• 4:12
  SPEAKER_01: That would be a big Kansas story if they both got in.
• 4:16
  SPEAKER_01: And it could happen.
• 4:18
  SPEAKER_01: It could happen.
• 4:20
  SPEAKER_01: So um four disciplines of execution.
• 4:24
  SPEAKER_01: Yeah.
• 4:26
  SPEAKER_01: So that would be shooting, beheading.
• 4:29
  SPEAKER_01: Uh no.
• 4:30
  SPEAKER_01: Yes, exactly.
• 4:32
  SPEAKER_01: Uh 4DX.
• 4:33
  SPEAKER_01: This is uh this is uh the abbreviation.
• 4:37
  SPEAKER_01: So let's just uh let's review what we did last week briefly, and and and we're we're moving on to how do you implement it in your business.
• 4:45
  SPEAKER_01: And so we're um I didn't tell you, but I I I've summarized what we did last week underneath each of our main points.
• 4:52
  SPEAKER_01: Perfect.
• 4:53
  SPEAKER_01: Okay, that's great.
• 4:54
  SPEAKER_01: So basically, uh 4DX is an operating system for achieving your goals.
• 4:59
  SPEAKER_01: It's an operating system for how do you achieve your goals.
• 5:03
  SPEAKER_01: So you have goals and you want to get to success, and the question is how do you get from one to the other?
• 5:07
  SPEAKER_01: 4DX sort of shows you how to execute your goals so you can be successful.
• 5:13
  SPEAKER_01: And um and Derek uh had come up with this verse last week that's just perfect for this.
• 5:19
  SPEAKER_01: Good planning and hard work lead to prosperity.
• 5:22
  SPEAKER_01: Hasty shortcuts lead to poverty.
• 5:25
  SPEAKER_01: And the sort of hasty shortcuts that that that 4DX is designed to attack is sort of the whirlwind, the day job, the urgent stuff that keeps you away from accomplishing the things that you know are really important, the things that would really change your business, change your personal life, or change your marriage.
• 5:47
  SPEAKER_01: Stephen Covey, who's part of this whole Franklin Covey group that came up with us, put it this way.
• 5:53
  SPEAKER_01: It's one thing to come up with great strategies and goals, but it's quite another to actually get them done.
• 5:59
  SPEAKER_01: This is called the execution gap.
• 6:01
  SPEAKER_01: And this book tries to close that execution gap by addressing sort of that middle ground between the plan, strategy, the goals, and your final achievement or success.
• 6:13
  SPEAKER_01: So it tells you how to do it.
• 6:15
  SPEAKER_01: Now, last week we uh we talked about the four uh steps.
• 6:20
  SPEAKER_01: This is section two of the book, which is installing 4DX with your team.
• 6:24
  SPEAKER_01: And as we go through this, you'll uh perhaps gain some insight as to how to install these in your own life, install these in your family, or install these at work.
• 6:35
  SPEAKER_01: Um the first chapter is sort of an introductory chapter, um and and it says, uh, so what's the problem?
• 6:43
  SPEAKER_01: Well, the problem with trying to install these at work is people don't change very easily.
• 6:48
  SPEAKER_01: And there's five stages of change, he says.
• 6:50
  SPEAKER_01: This will be real quick, but one is getting it clear so you explain the whole, the full 4DX thing to your staff, then you launch it, then you try to get everybody to adopt it because you know some of the people are gonna fight back, and then you optimize it, you start giving rewards for the people who do it well, and then fortunately, you know, eventually if you keep at it, it becomes a habit.
• 7:12
  SPEAKER_01: So uh to review, the behavior change is the problem.
• 7:16
  SPEAKER_01: The most difficult part of executing this strategic plan is changing human behavior.
• 7:21
  SPEAKER_01: The organization wants different results, or if you do in your own personal life, even if it has to do with losing weight, you must do something different.
• 7:29
  SPEAKER_01: People resist change not because they don't like change, but because they're comfortable with the way things are.
• 7:35
  SPEAKER_01: 4DX shows you how to do it.
• 7:37
  SPEAKER_01: Or to be specific, what you need to do is move the middle.
• 7:41
  SPEAKER_01: On the left-hand side, you see the resistors who say, why should we, you know, stop, you know, get try to get out of the whirlwind and focus on wildly important goals?
• 7:52
  SPEAKER_01: They resist you, 20%.
• 7:54
  SPEAKER_01: You have the people who are in the middle who could go to one way or the other, the 60%, and then you have the people you you know, you wish you could clone them, the models, the 20% at the top, who are eager to join you.
• 8:06
  SPEAKER_01: And he and and he says, what your goal is to move that middle over to the right, so that you move the middle people, that 60%, over to where they're really buying into it.
• 8:17
  SPEAKER_01: You'll never get the resistors all the way with you.
• 8:20
  SPEAKER_01: Sometimes you have to just dump them and fire them.
• 8:23
  SPEAKER_01: But but if you can move everybody over to the right, then you'll be far better off.
• 8:29
  SPEAKER_01: All right, so why don't I take one and three?
• 8:32
  SPEAKER_01: You take two and four.
• 8:33
  SPEAKER_01: Installing discipline one.
• 8:34
  SPEAKER_01: Remember, discipline one is focusing on the wildly important goals.
• 8:41
  SPEAKER_01: These are the one or two at most things that would change uh your change your life, change your business more than anything else?
• 8:51
  SPEAKER_01: What would move you forward?
• 8:53
  SPEAKER_01: That's going to require that you minimize focus on your whirlwind, the stuff that just keeps things going.
• 9:00
  SPEAKER_01: But you need to get together, he says, as a staff and ask each other, if everything else remained the same, what is the one thing you could change that would have the greatest impact?
• 9:12
  SPEAKER_01: And you could do that with your marriage, you could do that with your weight, you could do that with your personal life, with your spiritual life.
• 9:19
  SPEAKER_01: And he says here in this chapter, selecting the right wig is crucial.
• 9:24
  SPEAKER_01: Leaders often hesitate to narrow their focus because they worry about the consequences of choosing the wrong wig or failing to achieve it.
• 9:35
  SPEAKER_01: Still, when you choose a wig, you're starting a game that matters, one where the stakes are high and the team can make a real difference.
• 9:44
  SPEAKER_01: Selecting the right wig is necessary if you're gonna play to win.
• 9:50
  SPEAKER_01: And he has four steps.
• 9:51
  SPEAKER_01: You're gonna recognize these are gonna be similar to yours in the next chapter, Derek.
• 9:56
  SPEAKER_01: To select the right wig, he suggests four steps in this chapter.
• 9:59
  SPEAKER_01: You you need to do it as a group so you get a buy-in, sit around your table, and you say, Y'all consider the possibilities.
• 10:06
  SPEAKER_01: You make maybe start listing them on the board.
• 10:09
  SPEAKER_01: What could be our wildly important goal?
• 10:11
  SPEAKER_01: You rank them by their impact that they would have on your church or on your business or on your home.
• 10:16
  SPEAKER_01: Then you test the top ideas, and finally you define the wig.
• 10:21
  SPEAKER_01: So that's how to implement that first step.
• 10:24
  SPEAKER_01: Talk to us about how to install discipline number two.
• 10:27
  SPEAKER_01: Perfect.
• 10:28
  SPEAKER_02: Yeah, so this the second discipline is acting on the lead measures, which even the idea of lead measures can take can take some time to really think through and figure out what does that mean for my business or my work or or my life.
• 10:44
  SPEAKER_02: And remember the difference between these two.
• 10:46
  SPEAKER_02: The lag measures are those outcomes that you don't, like what Paul was saying earlier, sometimes you don't know until a month and a half after the project's over if you've actually achieved what you set out to achieve.
• 10:58
  SPEAKER_02: That's the example of a lag measure.
• 11:00
  SPEAKER_02: Whereas the lead measure, and something that they're trying to figure out how can we know sooner if we're more like most likely to hit the goals that we want to hit, are those behaviors, are those goals that you can set that you actually have kind of instant control over in order to hit that goal.
• 11:21
  SPEAKER_02: And they need to be predictive, they need to be influenciable.
• 11:24
  SPEAKER_02: And remember last week we talked about losing weight.
• 11:27
  SPEAKER_02: So the lag measure on losing weight is did you actually lose weight?
• 11:31
  SPEAKER_02: Whereas the lead measures for losing weight are how many calories have you taken in, uh, what's your diet been like, how much have you exercised, so what are your net calories for the day?
• 11:41
  SPEAKER_02: Because that's going to be the true predictive and influenceable uh measures to if you're going to achieve that wig that you want to hit.
• 11:51
  SPEAKER_01: The problem is that it's kind of hard sometimes.
• 11:54
  SPEAKER_01: There's there's difficulties in installing lead measures, right?
• 11:58
  SPEAKER_02: And there's all these challenges.
• 12:01
  SPEAKER_02: And one of the big challenges for uh installing these lead measures and figuring out what exactly they are for our teams are because they can be counterintuitive.
• 12:11
  SPEAKER_02: They might even seem like um they they can be tough to track.
• 12:15
  SPEAKER_02: For example, maybe you want to raise your safety score for your team or your work site or something like that.
• 12:23
  SPEAKER_02: So one of your lead measures might be hey, let's every day make sure everybody is uh practicing the behavior of wearing their eyeglasses every single time that they're supposed to.
• 12:37
  SPEAKER_02: Well, that's kind of tough to track.
• 12:39
  SPEAKER_02: What do you do?
• 12:40
  SPEAKER_02: Have somebody go around and make sure every single person has their eyeglasses on?
• 12:44
  SPEAKER_02: Well, 4DX would say if that's your wig and that's the thing that's going to give you the most boost, then yes, you find a way to have somebody measure that.
• 12:54
  SPEAKER_02: Whether it's self-accountability or you have an individual come around and literally check if that's going to be the most important thing to move your your business forward.
• 13:05
  SPEAKER_01: So let me see.
• 13:06
  SPEAKER_01: So that was one that was the example you just used, reducing monthly accidents.
• 13:10
  SPEAKER_01: And so apparently you can have more than one lead measure, right?
• 13:14
  SPEAKER_02: Yeah, and there's there's a couple different a couple different types of lead measures.
• 13:21
  SPEAKER_02: One lead measure is the short-term uh that the outcome.
• 13:26
  SPEAKER_02: So this may be, for example, achieving the achieving average safety compliance score of 97% each week.
• 13:34
  SPEAKER_02: So this type of lead measure, that that that short outcome is very team focused.
• 13:40
  SPEAKER_02: It's outcome-based, it's what can our team accomplish this week in that short amount of time.
• 13:45
  SPEAKER_02: Whereas the other type of lead measure that we can incorporate into our teams are behavioral lead measures.
• 13:53
  SPEAKER_02: And so that's the one on the far right over here, ensuring that 95% of all associates wear safety boots every day.
• 14:01
  SPEAKER_02: So this comes down to the behavioral, the personal aspect of each and every individual person doing what they need to do to achieve that measure.
• 14:12
  SPEAKER_01: Here's another example.
• 14:13
  SPEAKER_01: Take us through this one.
• 14:14
  SPEAKER_02: Yeah, so for example, maybe your your goal is to increase your sales from a million dollars to$1.5 million by the end of the year.
• 14:24
  SPEAKER_02: So that that's your wig, that's that's the thing that you're shooting for.
• 14:27
  SPEAKER_02: One of your lead measures could be, if you're working in a store, stocking shelves, if you've ever done anything like that, limit the out-of-stocks on type items to 20 or less each week.
• 14:39
  SPEAKER_02: So this is this type of lead measure is a it's a very much a team goal because it takes all people across all shifts doing whatever it is that they need to do to achieve it, doing it, and having that be the case every single week.
• 14:54
  SPEAKER_02: Whereas the behavioral lead measure is for each person to complete two additional shelf reviews each day, filling all holes on top items.
• 15:04
  SPEAKER_02: Because if you've ever worked in a store, if you've ever worked in retail, you know that if you have out-of-stock items, people are less likely to come back because in their minds they think, well, I can't find what I'm looking for there, so therefore I'm going to go somewhere else.
• 15:17
  SPEAKER_02: And so, what do out-of-stock items and achieving this every week have to do with raising the bottom line, you know, a half million dollars by the end of the year?
• 15:28
  SPEAKER_02: Well, if that's their wig and they really believe that out-of-stock items are going to have the highest impact, that's what they're going to measure.
• 15:36
  SPEAKER_02: That's where it may seem counterintuitive.
• 15:39
  SPEAKER_02: It's like, what does this little thing that only takes a couple people to do every week have to do with achieving this you know half million dollar goal, raising it half million dollars?
• 15:49
  SPEAKER_01: Yeah, so counterin, they can be counterintuitive, they can be hard to keep track of.
• 15:53
  SPEAKER_01: Oh, too simple.
• 15:54
  SPEAKER_01: Yeah, yeah.
• 15:55
  SPEAKER_01: So it just, yeah, sometimes it just seems too simple, don't it?
• 15:58
  SPEAKER_02: Yeah, so doing doing two checks on our out of stocks every person, every shift, that's pretty a pretty simple thing to do.
• 16:07
  SPEAKER_02: And the interesting thing is with these lead measures, these are things that everybody should be doing anyway.
• 16:14
  SPEAKER_02: These these aren't, you know, these outrageous new things that we need to be creating.
• 16:20
  SPEAKER_02: But if we don't have the right focus on it, which goes back to the first point, focusing on the wig, um, chances are we're not going to hit it, people get lazy.
• 16:29
  SPEAKER_02: What gets you guys have heard the phrase, what gets measured is what gets done.
• 16:33
  SPEAKER_02: You measure it, you want to raise it, even if it is that simple.
• 16:36
  SPEAKER_01: And so how do you come up with a lead with a with the best lead measures then?
• 16:40
  SPEAKER_02: Yeah, so you they they provide four basically a four-step process, which is really similar to uh the the first principle that you just talked about.
• 16:48
  SPEAKER_02: And the first is consider the possibilities.
• 16:51
  SPEAKER_02: So you say, okay, here's our wig, we've identified it.
• 16:54
  SPEAKER_02: Now, what are some possible, what are all the possible lead measures that we could possibly measure?
• 17:00
  SPEAKER_02: Whether they're those short-term, short outcomes, or whether they're behavioral.
• 17:04
  SPEAKER_02: List them, list them all down, write them all down.
• 17:07
  SPEAKER_02: And then two, rank by impact.
• 17:10
  SPEAKER_02: And so this is taking you know your best educated guests, what do we think is going to give us the most bang for the buck?
• 17:16
  SPEAKER_02: What do we think is going to move that wig, that progress towards the wig, the furthest, the quickest?
• 17:23
  SPEAKER_02: And then third, test the top ideas.
• 17:26
  SPEAKER_02: And there's there's a list of about six different questions.
• 17:29
  SPEAKER_02: You know, is it predictable?
• 17:31
  SPEAKER_02: Is it influenceable?
• 17:32
  SPEAKER_02: Is doing this thing actually going to move the wig forward?
• 17:37
  SPEAKER_02: So if we want to raise uh our revenue a half million dollars, is cleaning the floor every day, making sure that that's done, is that going to ensure and give us the best predictability, give us the most influence over that wig?
• 17:53
  SPEAKER_02: Maybe it is, maybe it isn't, depending on your organization and what you want to do.
• 17:57
  SPEAKER_02: And then the last is defining the lead measures.
• 18:00
  SPEAKER_02: So this is getting really, really clear.
• 18:02
  SPEAKER_02: Are these individual lead measures?
• 18:04
  SPEAKER_02: Are these team-oriented lead lead measures?
• 18:07
  SPEAKER_02: Are we doing this weekly?
• 18:08
  SPEAKER_02: Are we doing it uh daily?
• 18:11
  SPEAKER_02: What exactly is it?
• 18:13
  SPEAKER_02: And being 100% crystal clear so everybody can get on the same page.
• 18:18
  SPEAKER_01: So then you move to installing discipline three.
• 18:21
  SPEAKER_01: So you need a compelling scoreboard so people can see how they're doing.
• 18:24
  SPEAKER_01: This is the how you get people engaged because people don't play a game very well unless there's a scoreboard.
• 18:30
  SPEAKER_01: I mean, if you go down to the Y, and we'd never kept score.
• 18:33
  SPEAKER_01: Well, people do keep score.
• 18:34
  SPEAKER_01: Have you ever noticed your little kids, you know, they're playing baseball, and you know, you're you're not supposed to keep score when they're six or eight years old.
• 18:40
  SPEAKER_01: But, you know, my kid always knew what the score of the soccer game was afterwards, because the kids are always whispering it to each other.
• 18:47
  SPEAKER_01: But you but you need to keep a compelling scoreboard so that everybody knows exactly where you are with the lead measures and exactly how how where you are with the lag measure, with the wig, so that you can see the connection between the two.
• 18:59
  SPEAKER_01: In a recent survey of retail stores, says Stephen Covey, we found that 73% of the top performers agree with this statement.
• 19:07
  SPEAKER_01: Our success measures are visible, accessible, and continually updated.
• 19:12
  SPEAKER_01: Only 33 of the bottom performers agreed with the statement.
• 19:16
  SPEAKER_01: Top performers are thus more than twice as likely to see and interact with some form of compelling scoreboard so that they can see if they're winning or not.
• 19:25
  SPEAKER_01: Why is this so?
• 19:27
  SPEAKER_01: Because people play differently when they're keeping score.
• 19:30
  SPEAKER_01: And they found that what many businesses do is they set this thing up, they'll put up their goals and their objectives and maybe even their lead measures and so forth.
• 19:40
  SPEAKER_01: And then uh, and they in the beginning, they they tweak it every day.
• 19:44
  SPEAKER_01: They update it every day, certainly every week.
• 19:47
  SPEAKER_01: But then after a month or two months or three months, uh the boss comes in and you know you got other things to do, and the whirlwind takes over, stop updating it, and then after several weeks it hasn't been updated, then people stop looking at it, then eventually they're all embarrassed and you sort of take it down.
• 20:01
  SPEAKER_01: The boss takes it down after work because it's kind of embarrassing.
• 20:04
  SPEAKER_01: Now you need to keep that scoreboard up there and you need to keep it updated.
• 20:08
  SPEAKER_01: And that ties in with installing discipline for it.
• 20:12
  SPEAKER_02: Yeah, so the last one is create a cadence of accountability.
• 20:15
  SPEAKER_02: And we went through last week, so here's kind of the recap of what that means.
• 20:19
  SPEAKER_02: So it's this is a a meeting and known as the WIG session in this book, Wildly Important Goals Session.
• 20:26
  SPEAKER_02: And this is something where you have frequent periodic meetings.
• 20:30
  SPEAKER_01: So at least not the same as staff meetings, right?
• 20:32
  SPEAKER_02: No, this is very, very different than staff meetings.
• 20:36
  SPEAKER_02: This is only to talk about the wildly important goal.
• 20:40
  SPEAKER_02: That's it.
• 20:41
  SPEAKER_02: So anything else that doesn't have to do with the WIG is not included in this meeting.
• 20:46
  SPEAKER_02: You schedule another time, have a full staff meeting, do something different.
• 20:51
  SPEAKER_02: But this session is just for those one or two wildly important goals that you set, you know, 20 to 30 minutes once a week or so at least, if not daily.
• 21:02
  SPEAKER_02: And it's very important that every single person who is is directly responsible is in this meeting.
• 21:09
  SPEAKER_02: And they have to be there every week.
• 21:12
  SPEAKER_02: Every week, every week, every week.
• 21:15
  SPEAKER_01: What exactly do you do in this 20-minute meeting?
• 21:17
  SPEAKER_02: Yeah, so there's there's three there's three really three sections to this meeting, and it's really simple.
• 21:23
  SPEAKER_02: Basically, you start and you say, okay, what were our goals?
• 21:27
  SPEAKER_02: What did each person commit to do last week, and how did we do on those?
• 21:33
  SPEAKER_02: And so you go around, each person gives an account for their department or their task or their their uh measurements that they were doing, and they say, Okay, my goal was this, this is what I did or didn't do.
• 21:43
  SPEAKER_02: This my goal was this, this is what I did or didn't do.
• 21:45
  SPEAKER_02: And then the next part is after you've collected everybody's responses, you say, Okay, have we moved the scoreboard at all?
• 21:53
  SPEAKER_02: Have we moved closer to the wig?
• 21:55
  SPEAKER_02: What what are our numbers?
• 21:56
  SPEAKER_02: What are our variables that we're looking for?
• 22:00
  SPEAKER_02: And then setting the scoreboard straight, updating it, making it sure it's 100% current.
• 22:05
  SPEAKER_02: And then the last part is deciding what those new commitments are going to be for the for the following week.
• 22:13
  SPEAKER_02: And so these things have to be specific.
• 22:16
  SPEAKER_02: Everybody has to take ownership over those specific goals so that when you come back the next week for the WIG session, you can report on those specific things, and hopefully, if everybody's been on the ball, then you've done the things that you're supposed to do and you move the process forward.
• 22:33
  SPEAKER_02: So here's this really important question that's towards the end of the chapter in this section.
• 22:38
  SPEAKER_02: It's what are the one or two most important things I can do this week to impact the team's performance on the scoreboard?
• 22:46
  SPEAKER_02: And so as we're creating those goals during that wig session for the f for the following week, those commitments, this is the question that we should be asking.
• 22:54
  SPEAKER_02: And there's there's a couple of those key points.
• 22:56
  SPEAKER_02: So the first is what are the one or two most important?
• 23:01
  SPEAKER_02: Not the ten most important, not everything that I need to do, not things that get pulled in from that from the whirlwind, but just one or two and choosing those.
• 23:12
  SPEAKER_02: The next are is is the most important.
• 23:15
  SPEAKER_02: So not the marginally important, not just the important, but the most important.
• 23:19
  SPEAKER_02: And those are the things that you're measuring in this section.
• 23:23
  SPEAKER_02: And then the next one is time bound.
• 23:27
  SPEAKER_02: So this week.
• 23:28
  SPEAKER_02: What can I do this week?
• 23:30
  SPEAKER_02: Not this month, not this year, just this week.
• 23:32
  SPEAKER_02: And then the last port part is the performance on the scoreboard.
• 23:36
  SPEAKER_02: So are the goals that I'm choosing, are the things that I'm choosing to do, whether it's uh making sure that we have everything in stock, whether it's checking safety glasses for every single person, whether it's making sure our floors are cleaned on a timely schedule so that way we have a great presentation when customers come through the store.
• 23:55
  SPEAKER_02: Whatever it is, does it actually move the wig forward?
• 24:00
  SPEAKER_02: Is it actually going to move the scoreboard?
• 24:02
  SPEAKER_02: And so here's some keys.
• 24:04
  SPEAKER_02: Uh making sure that you hold these things as scheduled.
• 24:07
  SPEAKER_02: So these aren't optional, these aren't, oh, we kind of forgot about it.
• 24:10
  SPEAKER_02: You have to schedule it.
• 24:12
  SPEAKER_02: Uh keeping it really, really brief, 20 to 30 minutes.
• 24:15
  SPEAKER_02: Uh set the standard as a leader.
• 24:17
  SPEAKER_02: So if you are in charge of this, you're the one who is essentially running the meeting, facilitating the meeting, making sure and holding people accountable, posting the scoreboard, celebrating successes, so being really excited when people do hit their goal and say, you know, great job, and those things.
• 24:35
  SPEAKER_02: Share learnings.
• 24:37
  SPEAKER_02: So if there's maybe midway through you're doing these wig sessions and you realize, wow, the things that we're measuring aren't really moving our goal forward.
• 24:46
  SPEAKER_02: That's where those learnings come in.
• 24:48
  SPEAKER_02: You say, okay, maybe we need to tweak our lead measures.
• 24:51
  SPEAKER_02: Maybe we need to measure something differently if we really want to move that goal forward.
• 24:57
  SPEAKER_02: Uh refuse to let the whirlwind enter.
• 25:01
  SPEAKER_02: So this means if there's you're talking about the wig and somebody brings something, you know, a different conflict into the conversation, you say, thanks for sharing that, but we're not going to talk about that right now.
• 25:12
  SPEAKER_02: We'll schedule that for a different time.
• 25:14
  SPEAKER_02: Uh clear the path for each other.
• 25:16
  SPEAKER_02: So this is being extremely helpful for each other.
• 25:20
  SPEAKER_02: Uh, this involves sharing those learnings with each other, getting everybody on the same page together so that you can move forward as a group and everyone's uh clear, everybody's in sync uh for the next coming week.
• 25:34
  SPEAKER_02: And then execute in spite of the whirlwind.
• 25:38
  SPEAKER_02: So making it happen.
• 25:40
  SPEAKER_02: And great quote the level of importance you place on the wig session will directly determine the results your team produces.
• 25:50
  SPEAKER_02: This is that accountability section, and and in the book, this is where they say, you know, you can have discipline one, you can have discipline two, you can have discipline three, but if you don't execute on discipline four, your results are going to be minimal.
• 26:09
  SPEAKER_02: If you want maximum results, it's going to come because you have everybody on the same page continually every single week, and everybody reports.
• 26:19
  SPEAKER_02: Even if you've got somebody who they come to the meeting and they say, Hey, I actually didn't hit my goal because I was doing some of this other stuff.
• 26:28
  SPEAKER_02: And then you say, Hey, I'm really glad that you're invested, I'm glad that you are caring about that.
• 26:34
  SPEAKER_02: But here's our wig.
• 26:36
  SPEAKER_02: Can you commit to hitting this?
• 26:38
  SPEAKER_02: We we have to have you do this, which can be a difficult conversation.
• 26:42
  SPEAKER_01: We've gone through 15 books in uh the first semester last fall and in this semester, and uh Derek and I would probably rate the the 4DX book in the in the very top, uh in the top three.
• 26:54
  SPEAKER_01: So we we really like it.
• 26:55
  SPEAKER_01: Now, next week, we won't spend much time with 4DX, but but we're gonna review the other books we've done this semester.
• 27:02
  SPEAKER_01: Some of them, remember, were outstanding, remember Mindset and Good to Great, One Minute Negotiator, EMyth, and so forth.
• 27:10
  SPEAKER_01: Now, uh, as a starter, uh, besides sharing what's going on in your life uh with each other, uh perhaps uh you might use one of these two questions as a discussion starter.
• 27:21
  SPEAKER_01: Have you thought of a wig in this past week that you would like to achieve in your personal or spiritual life or home or work?
• 27:29
  SPEAKER_01: What part of your daily whirlwind would you need to sacrifice to make it happen?
• 27:34
  SPEAKER_01: Question two, what are the lead measures, the intermediate measurable steps that you could take to make that wig happen?
• 27:42
  SPEAKER_01: Hey, good stuff.
• 27:43
  SPEAKER_02: This is great.
• 27:44
  SPEAKER_02: Well, let me pray for us.
• 27:45
  SPEAKER_02: Heavenly Father, thank you for the chance to interact with you.
• 27:48
  SPEAKER_02: Thank you for leadership principles.
• 27:50
  SPEAKER_02: Thank you that we see these principles in your word, and you've set them out from the beginning as you are our ultimate leader.
• 27:57
  SPEAKER_02: Help us to follow you well this week.
• 27:59
  SPEAKER_02: Help us to dive into your word this week, help us to connect with you in prayer this week, um, and help us with this 4DX implementation in different areas so that we can execute, we can do things with excellence uh completely for your name and to bring you glory.
• 28:16
  SPEAKER_02: In Jesus' name.
• 28:17
  SPEAKER_02: Amen.
• 28:18
  SPEAKER_01: Amen.