Center for Leadership and Change, Inc.
FranklinCovey Philippines

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Give your team members the knowledge and tools they need to execute on your top priorities.

“It’s the translation of the grand strategy down to what people do every day and the caring about what they do that is the single greatest challenge that faces every company.”
—Jim Huling,
Your Best Moment (optional 4DX video)

Why Execution Breaks Down

FranklinCovey has studied the topic of execution for seven years in thousands of teams and in hundreds of organizations. Execution breaks down because of the conflict between the enormous amount of effort required to maintain an operation (your “day job” or what we call the “whirlwind”) and the goals for moving the operation forward. While both forces are necessary, they are not the same and do not get along. They compete for time, energy, and attention. Think about the key goals or strategies that you’ve seen die. How did they die? Did they come crashing down with a loud noise, or did they die quietly as they were suffocated by the “whirlwind”?

4Dx whirlwind

The real execution challenge is not merely executing on a goal, it’s executing on a goal in the midst of the whirlwind! What makes this execution challenge even more difficult are four common management breakdowns:

  1. Managers and work teams don’t know the goal. Our research has shown that only 15 percent of employees actually know their organization’s most important goals — either there are no goals or they have too many goals, or there is limited transition of organizational priorities to the front line.
  2. Managers and teams don’t know what to do to achieve the goal. Too many people don’t know what critical activities provide the greatest leverage to achieving team goals. Too often, people replace leveraged activities with frenetic busyness.
  3. They don’t keep score. Our research shows that most workers don’t know what the key measures of success are, and they don’t measure and track the specific behaviors that lead to goal accomplishment.
  4. They are not held accountable. Our research shows that fewer than 10 percent of people meet with their manager at least monthly to discuss their progress on work goals.

Overcoming these breakdowns is not easy. Far from it. While most workers have more choices and more technology than ever before, very few know how to filter through all the competing priorities to flawlessly execute on their most important goals.


The 4 Disciplines of Execution: The Key to Building Execution Capability

How to Help Your Team Win
Creating a culture of execution comes from embedding four essential disciplines into your organization. Both individuals and teams will learn to institutionalize a common approach:

  1. Focus on the Wildly Important.Exceptional execution starts with narrowing the focus—clearly identifying what must be done, or nothing else you achieve really matters much.
  2. Act on the Lead Measures.Twenty percent of activities produce eighty percent of results. Thehighest predictors of goal achievement are the 80/20 activities that are identified and translated into individual actions and tracked fanatically.
  3. Keep a Compelling Scoreboard.People and teams play differently when they are keeping score. The right kind of scoreboards motivate the players to win.
  4. Create a Cadence of Accountability.Great performers thrive in a culture of accountability that is frequent, positive, and self-directed. Each team engages in a simple weekly review process that highlights successes, analyzes failures, and course-corrects as necessary, creating the ultimate performancemanagement system.

4Dx process

Business results are made up of things within our control and things over which we have no control (weather, economy, interest rates, etc.). We have partnered with over 500 organizations—supermarket chains, manufacturing operations, home builders, and the military—to help them maximize the results obtained from things they can control. The 4 Disciplines of Execution focuses on elements you can control regarding execution on your stated strategy, driving team and individual execution in the face of the whirlwind.

We at FranklinCovey have focused on assisting our clients apply their leadership and individual capabilities to improve execution within their teams and organizations. One of the first leaders to adopt The 4 Disciplines of Execution in his organization was Jim Huling, driving performance for almost five years. Prior to joining FranklinCovey, Jim Huling was one of the first leaders to adopt The 4 Disciplines of Execution in his organization. He then became the Managing Consultant for FranklinCovey’s Execution Practice and co‐authored the national best seller, The 4 Disciplines of Execution. His career spans more than three decades of corporate leadership, from Fortune 500 organizations to privately held companies, including serving as CEO of a company recognized as one of the “25 Best Companies to Work for in America.”

Center for Leadership and Change, Inc. is bringing back Jim Huling to the Philippines on September 18. The session will be from 9:00 AM to 6:00 PM at the Mayuree Ballroom, Dusit Hotel.

Contact your client partner at +632.817.2726 for more details.

“Many of the foundational values of Marriott are embodied within The 4 Disciplines of Execution. By utilizing this process inside our organization, our leaders and teams have been able to set and achieve extraordinary goals, which have had a significant impact on making 'Our Guests’ Experience' truly remarkable. Any organization can create these same kinds of breakthrough results if they apply the principles and processes.” (J.W. Marriott, Jr Chairman and Chief Executive Officer, Marriott International, Inc.)