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1、Creating a Culture of Execution,JFK Speech to Congress,“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.”,JFK AT RICE UNIVERSITY,“We choose to go to the moon. We choose to go to the m
2、oon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we
3、intend to winI realize that this is, in some measure, an act of faith and vision, for we do not know what benefits await us. But if I were to say, my fellow citizens, that we shall send to the moon, 240,000 miles away from the control station in Houston, a giant rocket more than 300 feet tall, the l
4、ength of this football field, made of new metal alloys, some of which have not yet been invented, capable of standing heat and stresses several times more than have ever been experienced, fitted together with a precision better than that of the finest watch, carrying all the equipment needed for pro
5、pulsion, guidance, control, communications, food and survival, on an untried mission, to an unknown celestial body, and then returned it safely to earth, re-entering atmosphere at speeds of over 25,000 miles per hour, causing heat about half that of the temperature of the sun and do all this, and do
6、 it right, and do it first before this decade is out, then we must be bold.” - President John F. Kennedy,“Up is not an easy direction.”,The Challenge: Ability to Execute,“Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute, all other attribute
7、s of leadership become hollow” Larry Bossidy Chairman, Honeywell International,THE POWER OF FOCUS,0,12,23,Goals Achieved With Excellence,1120,410,23,Number of Goals,A leader who says “Ive got ten priorities” doesnt know what he is talking about. He doesnt know himself what the most important things
8、are. Youve got to have these few, clearly realistic goals and priorities Larry Bossidy 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
9、 and enthusiasm,Wildly Important Goals = The BIG WIGS,Why WIGS?,HarrisInteractiveSM,McKinsey & Company,Ram Charan,Synergy,Focus,8 Standards of Execution,Clarity Commitment Translation Discipline Enabling Collaboration Trust Accountability,Synergy,Focus,Do people know what to do?,8 Standards of Execu
10、tion,Lack of Clarity,Clarity Commitment Translation Discipline Enabling Collaboration Trust Accountability,Synergy,Focus,8 Standards of Execution,Do people know what to do?,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?,Clarity 52 Com
11、mitment 52 Translation 43 Discipline 65 Enabling 32 Collaboration 49 Trust 59 Accountability 57,Synergy 49,Focus 53,XQ51 (National Averages),2,xQ Results: Individuals in Typical Organizations,xQ: Teams in Typical Organizations,My organizations most important goals are translated to the goals of my w
12、ork group Individual tasks are reviewed at least monthly with my manager We work in an atmosphere of trust where people can express differences of opinion freely We hold each other accountable for doing what we commit to do,27%,12%,56%,46%,xQ: Typical Organizations,Four Disciplines of Execution,Focu
13、s on the “wildly important” not the merely important. Build measures that motivate. Translate 30,000 foot goals into new front line behaviors. Win as a team.,MANAGERS WORK HARD BUT FAIL TO PROVIDE FOCUS AND DIRECTION,More than 2.5 million workers were asked to rank their managers on a scale of 77 pr
14、e-determined characteristics in this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2002),Where it began,Work CompassExecution Tool,Four Disciplines of Execution,#1: Focus on the Wildly Important,Execution Discipline #1: Focus on the Wildly Important,Identify 2
15、or 3 “MUST DO” goals State them so that they are self-orienting and galvanizing Gain line-of-sight understanding and commitment all the way to front-line Align resources, recognition, and incentives to reinforce commitment,Four Disciplines of Execution,#2: Build Measures that Motivate,#2: Build Meas
16、ures that Motivate,Once you reach a certain level, everyone is good, and everyone trains hard. The difference is who is more meticulous, willing to find the smallest increments of time, and as you get older and more experienced, the percentage gains grow smaller and smaller. You have to become a slave to data, to performance indicators like pedal cadence, and power output measured in watts. You have to measure literally every
