1. IT Managers and Supervisors

2. Lets start with this question… What’s a leader need to do
Lets start with this question… What’s a leader need to do? What makes a great leader? (create vision, Model, Motivate…)
Why do leaders lose there Jobs? (Don’t get results)
- If we want to improve our results, there are some things we can control, and some things we can’t control.
What are some things we can’t Control… (Weather, Other Dept, Corporate Decisions, The Economy…)
Does every leader have to deal with things outside there control? (Yes)
Is it time well spent worrying about these things? (No)
In terms of what a leader can control…It really comes down to 2 things: First, Strategy (or the Plan – what we want to accomplish and how we are going to go about doing it) Second is the ability to execute that plan?
In your experience which of these two things do leaders struggle more with? Strategy? or Executions? (Execution?)
If you take business classes in school, do you know what you study? (Strategy)

3. Create Support Structures to
Organizations That Execute 1 2 3
Create Support Structures to
Do It
Know the
Goal
Know the
Actions
Build as you go.
At the most basic level, execution exists when three things happen:
People are clear about the goal.
They know the critical actions and activities.
They do them.
Sounds simple, right? I’m going to show you an interesting little video we made, asking people all over the country some very basic execution questions. When you watch this, I want you to pay attention to the questions that are being asked, then ask yourself how people in your organization would respond to these questions.
In the video, you won’t hear the questions being asked—just the answers; but the answers will pretty clearly spell out the questions. Write down the questions as you think you hear them. At the end, I’m going to quiz you about the questions you think you heard, so turn to page 5 of your guidebook and write them down.
Sound Simple?

4. If we didn’t have any new goals would we still be busy just maintaining the operations? Just doing the Day Job?
The reason most people are unclear and unfocused when it comes to the goals isn’t because they are lazy or stupid, it’s is because they are consumed with the day job.
(First Build) FranklinCovey calls this the Whirlwind. It’s all the work that has to be done every day just to keep the business running.
Goals require people to do new things. Because if we keep doing the same thing – you’ll keep getting the same result.
The Whirlwind always feels urgent – you can’t ignore it. It will act on you.
The work around the goals is important – but usually feels less urgent.
In every organization these 2 things are in conflict.
When urgent conflicts with important – what usually wins? (Urgent)
That’s the problem we are going to be working on today. Accomplishing our goals in the midst of the hairball.
Everhting hangs on this, the balance of the whirlwind against the goals that are important
The 4 disciplines are all counter intuitive – we do not execute naturally.

6. Incremental Significant Impact Improvement Wildly Important Goal
If we didn’t have any new goals would we still be busy just maintaining the operations? Just doing the Day Job?
The reason most people are unclear and unfocused when it comes to the goals isn’t because they are lazy or stupid, it’s is because they are consumed with the day job.
(First Build) FranklinCovey calls this the Whirlwind. It’s all the work that has to be done every day just to keep the business running.
Goals require people to do new things. Because if we keep doing the same thing – you’ll keep getting the same result.
The Whirlwind always feels urgent – you can’t ignore it. It will act on you.
The work around the goals is important – but usually feels less urgent.
In every organization these 2 things are in conflict.
When urgent conflicts with important – what usually wins? (Urgent)
That’s the problem we are going to be working on today. Accomplishing our goals in the midst of the hairball.
Wildly Important Goal

8. Discipline 2: Act On The Lead Measures
LAG MEASURE
LEAD MEASURE
- Measures something that
leads to the goal
Measures the Goal
Predictive
- Something we can influence
Influence-able
LOSE
WEIGHT
Number of Calories (Diet)
Miles Run (Exercise)
Weight (Pounds)
REDUCE
ACCIDENTS
Compliance to 8 Key
Safety Standards
Monthly Incident Report
(Ask questions as you build ) When people focus on two to three goals, they tend to accomplish two to three goals…
Too often “our eyes are bigger than our stomachs.”
INCREASE
STORE SALES
Monthly Sales Report
Number of Out-of-Stocks

10. Discipline 3: Keep a Compelling Scoreboard
“People play differently when they are keeping score”
Read Slide
If you are watching a group of kids play Basket ball from a block away can you tell whether of not they are keeping score? (Yes)
How? (Intensity, physicality, shot selection, celebration, team work)

11. House Keeping
Food & Beverage
Arrival Team
Dinning
Page 34

13. Discipline 4: Create Cadence of Accountability
1. Report on Last Week’s Commitments
2. Review and Update Scoreboard
3. Make Commitments For Next week
The accountability that we are talking about is around a single – very important question
Read Question
Why don’t we just say “what are the three most important things I can do this week?” (because it won’t be focused on the goal – it will probably be focsed on the hairball)

14. Implementation What doesn’t work? What does work?
Organizations That Execute
What doesn’t work?
Open Enrollment – Event Based-training
What does work?
1. It has to be a process, not an event
2. Working with intact teams / Business Units
3. Certifying leaders to take this to their teams
At it’s most basic level Execution deals with 3 components…
This is a great lens for looking at any team or organization.
Come out of presentation mode after the next slide.
- Credibility of the team
Commitment of the leader
The leader truly learns the process

15. 4DX Manager Certification Process
Pre-call
Launch
Prep
And
Coaches
Training
Manager
Cert
Day 1
Manager
Cert
Day 2
Manager
Cert
Day 3
Team
Execution
Launch
Launch
Review
Manager
Coaching
Champion’s
summit 1 1 2 2
3 Weeks
8 Weeks

16. 3- Level Implementation
Manager Certification Track
1 Month Launch
Coaching
2- Hour
1-Day
2-Days
1-Day
1- Hour
High-level
WIGs
Draft of b’s:
WIGs
Lead Measures
Scoreboards
Certification
Scoreboard
Review
Executive
Report
Results
Engagement
½ -Day
Team Roll-out