Four Disciplines of Execution

The Four Disciplines of Execution presents a sensible system in response to innovative change roadblocks.  Change is difficult, and it can overburden and paralyze those required to change with fear of the unknown. Change can also be dismissed if the change is not initiated with an explicit goal that encompasses your team’s thoughts and feelings.  McChesney, Covey, and Huling (2012) have developed a strategy that will assist teams in clarifying their goals, identifying the 2 to 3 vital behaviors to meet those goals, and staying focused on what they name a “whirlwind” of urgency.  They suggest that to begin this journey of creating change within our organizations, we must focus on the first discipline. That discipline is to “Focus on the Wildly Important” rather than “giving mediocre effort to dozens of goals” (p. 23). This opened my eyes to the many overwhelming, urgent task lists, often hidden as “goals” but are simply the effects of being in education.  There are many challenges when working in education, many people to please, and many roles to play. With self-care, focusing on my “why”, and knowledge of the strategies in my most recent read The Four Disciplines of Execution (McChesney, Covey, Huling, 2012), I know that I have the motivation and willpower that it takes to focus on one wildly important goal (WIG) and to create a change in my organization.

In my Influencer Strategy, I have recognized three vital behaviors in turning my innovation plan into action.  I am eager to observe the effects of incorporating project-based learning in my classroom this year. As it is a new proposal to my team, I know that I will have to show data-driven results to my colleagues to gain buy-in. I also need to be sure that I have a clear implementation plan so that I am not putting too much on my team members' plates.

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5 Stages of Change That Are Needed to Succeed In Attaining Our WIG

 

Stage 1: Creating Clarity

Creating clarity among the team is probably the most critical and arduous stage of implementing change. This process requires that we are all committed to each of the five stages and that we are all in unison when implementing the four disciplines. If there is irregular buy-in within the team, the proposal will not be successful.  When the team commits to these five stages, we must create an explicit “Wildly Important Goal” (WIG). During this stage, our team will improve, edit, modify, and continue moving toward our WIG with coherence. 

To move us closer to accomplishing our WIG, the team will partake in weekly meetings to talk about the progress of our lead and lag measures and make a scoreboard to keep track of our progress. 

 

Stage 2:  Launch

The launch phase calls for a clear vision and focus due to the prospect that the lead measures could become lost in the whirlwind.  The leader must motivate determination and commitment to continue the 4DX approach since this is an important time in which the lag measure could be negatively affected.  The WIG and lead measures should be a top priority for the leader in the launch stage because they could deter progress. McChesney et al. (2012) compared stage 2 to a rocket leaving the intense gravitational pull of the earth (the whirlwind). If the leader is not accountable, or unsteady, the team will not be consistent either. This is also the stage in which the leader can tell which team members are for the initiative and which ones may either be uncommitted or unsupportive altogether.

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Stage 3: Adoption

The adoption stage is when the organization begins to see the real benefits of implementing the two prior stages.  This stage increases confidence and gives them assurance that the innovative plan is going to be effective. By focusing on the lead measures and keeping score, the team will begin to see the progress toward the WIG.  The team is eased into recognition of noticing how their commitments have made a positive impact. The resistance or doubts once held by the team begin to wane as the team embraces the plan and becomes accountable. 

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Stage 4: Optimization

In this stage, the team creates and implements a 4DX mindset.  In the last stage, the team was motivated and began to feel the accomplishment of the process. In this stage, the team has an influence in developing and improving the previous stages.  Due to the commitment, they are starting to see and feel the benefits. Since they have encountered many challenges and have had opportunities to see what works and what doesn't, they can enhance the plan with more extremity and productivity. The leader should further motivate the team during this time and use this as a chance to further encourage the team as collaborators and a 

community. In this stage, I feel that my team will start to see headway and proof that our “wildly important goal” will be eventually achieved.

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Stage 5: Habits

When executed precisely, the 4DX model has the ability to become a habit among the demands of the “whirlwind”.  If exercised with cohesion, change begins to emerge, even with the problems, while building confidence in the team accountable, for their commitment.  It provides an organization and its team members with aspirations for more innovative plans.  The WIG becomes a habit for the team and the new normal for making goals. McChesney et al. states:

When 4DX becomes habitual, you can expect not only to reach the goal but also to see a permanent rise in the level of your team’s performance.  The ultimate aim of 4DX is not just to get results, but to create a culture of excellent execution (p. 112).

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THE 4 DISCIPLINES OF EXECUTION

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Discipline 1:  Focusing on the Wildly Important 

I plan to collaborate with my fourth-grade team and principals to decide upon the “Wildly Important Goal” (WIG).  Team leads will be a tiny but impactful start in building a setting for more buy-in.  When we gain clarity of the goal, we will then involve all teachers. My WIG accompanies my innovation proposal and identification of vital behaviors in our organization.  I will present this to my team for collaboration and will be open to commentary and collaboration in this plan.

WIG: 75% of the fourth-grade teachers in my organization will create a project-based learning environment by May 2025.

I predict I will encounter setbacks due to the daily whirlwind being enough of a reason not to implement change for many.  I plan to work with my team to create a lag measure so that when we see progression it will motivate more buy-in. I recommend the following lag measure: 

“All teachers who are already trained and knowledgeable in the project-based learning model, execute one hundred percent PBL in their units by November 2024.  This will keep our knowledgeable PBL teachers updated and experienced in their PBL.”  

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Discipline 2:  Act on Lead Measures 

Initially, we must decide on the vital behaviors that will impact the lead measures.  This will assist the lead measures to influence our WIG and keep our team focused during this impactful task.  We also need to decide which behaviors have the best advantage. Below is a lead measure that I believe will be helpful in our WIG:

• Teachers will design at least one PBL lesson per 9-weeks that incorporates real-life problem-solving.  This will enable teachers to refine their PBL skills and ability to work towards our WIG. 

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Discipline 3:  Keep a Riveting Scoreboard

A scoreboard gets people involved and makes their progress visible.  It permits us to visually see the measures and produces a sense of competition to see those measures make progress.  A scoreboard produces a sense of ownership.  

 The scoreboard would be put up in the teacher’s lounge where we meet for lunches and some collaborations are held. I plan to also brainstorm with my Innovative Learning Specialist about getting a digital scoreboard put on a page in our school hub to keep teachers current with their progress.  Weekly updates of PBL lessons that were incorporated will be represented on the scoreboard. Teachers will have a visual of where they are in contrast to each other on the scoreboard while further encouraging engagement and a bit of competition.  

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Discipline 4:  Establish a Cadence for Accountability 

By holding each other accountable in a dutiful manner promotes a sense of community and honesty among each other. Accountability is essential. We have to stay consistent and respect every stage and discipline of 4DX. If we do not, the end could fall apart.  When we know our work is meaningful, and we see that in our colleagues as well,  it fosters a sense of “cadence” for accountability. When we value each other’s ideas and create goals together, it creates a safe space where everyone’s voice is valued.  A culture of accountability sets the tone for 4DX to naturally prosper.  

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References:

Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A.. (2013). Influencer: The new science of leading change. New York, NY: McGraw-Hill Education.

McChesney, C., Covey, S., Huling, J., (2012). The 4 disciplines of execution. New York, NY: Free Press.