Have you ever wondered why some people are more inclined to be productive and others tend to flounder? Ever have one of those projects that needed done but you just couldn’t get the wheels moving in the right direction? Overwhelmed by the tasks in front of you and don’t know how you’re going to get it all done?
I know that I’ve wrestled with these and many other hurdles in trying to be productive. This week’s book is another very practical type of read. Sean Covey writes a pretty simple to follow and sensible book on how to execute and create a culture of execution in life, business and ministry.
The four disciplines are pretty straightforward: Focus on your wildly important goals, Act on lead measures, Keep a compelling scoreboard, Create a cadence of accountability. Each of these are very important in their own right. A book could likely, and perhaps already is, written on each of these topics on their own.
Covey does a great job stacking these principles to show how each one builds on the one before it.
Your wildly important goal or WIG for short is that one driver that moves you. It’s the light at the end of the tunnel. It’s why you and your organization exist. It’s pretty much what it says the most wildly important thing in front of you right now.
Lead measures was the section that I found the most interesting personally. There are two kinds of measurements we generally use lead and lag measures. Lag measures are the ones that are the final outcomes. They’re often the big deals, or so we think. Lead measures however are the ones that need to be our focus in order to get to the lag measures and make them happen. If we can’t achieve the lead measures, we’ll never make our way to the lag measures. I’ll let you read it to figure out what he’s talking about in greater detail.
Compelling scoreboards are super important. How will you know if you won? This is a section devoted to the idea that the person who is being scored should have a say in and thoroughly understand the score card used for them. So often as leaders in various places in the world we use scorecards that make sense to us but give little thought to what the person being scored thinks of the score card or if they even understand it.
Finally the book addresses the idea of accountability. A regular rhythm of accountability is essential in making sure things get accomplished. If no one holds you accountable and you’re not a person with terrific drive, then there’s a good chance you won’t actually get done what you need to get done.
All in all this book is good for anyone but seems to really focus on those in a leadership capacity. It’s an easy read and has some strong take aways that can easily be implemented nearly immediately without disrupting much of your current schedule.
