Archive for April, 2012

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Marriott Hotel Case Study

4DX

One of the hotels near Marriott International’s headquarters, the Bethesda Marriott, wanted to improve performance measures, an effort magnified by being so close to the company’s leadership. General Manager Brian Hilger, his team and the hotel’s owners worked together on a $20-million renovation that included remodeled rooms, an impressive lobby, and a new restaurant—improvements critical to higher guest scores. And the results were amazing—the hotel looked fantastic. But the guest scores were still not at desired levels . . . yet. The second part of the equation would involve how associates interacted with guests and executed at the hotel a strategy dependent on new behaviors.

After one year Brian, and his team proudly celebrated earning the highest Guest Satisfaction Scores in the thirty-year history of the hotel. As Brian said, “I used to dread the arrival of our new Guest Satisfaction Scores every Friday. Now, I’m excited to get up on Friday mornings.”

Ask yourself these questions: Do you remember the last major initiative you watched die in organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities?

Now is the time for you to implement the 4 Disciplines of Execution in your leadership management. Where can you make execution possible? Please share with us where you see execution possible.

The 4DX Book posted April 30, 2012 comments (0)

FastCompany: How To Set Wildly Important Goals, And What They’ll Do For You

FastCompany speaks about WIG’s

Focusing on one wildly important goal is like punching one finger through a sheet of paper–all your strength goes into making that hole. By avoiding focus traps like refusing to say no and trying to make everything a goal, you can narrow your focus to one or two wildly important goals and consistently invest the team’s time and energy into them. In other words, if you want high-focus, high-performance team members, they must have something wildly important to focus on.

Rule #1: No team focuses on more than two WIGs at the same time.
This rule acts like a governor on an engine. There may be dozens or even hundreds of WIGs across the entire organization, but the key is not to overload any single leader, team, or individual performer. Remember, they are all dealing with the incessant demands of the whirlwind, or the day job. Keep this rule in mind as you consider the remaining three rules. If you violate this one, you will have lost your focus as an organization.

Read the full FastCompany Article Here…

News posted April 25, 2012 comments (0)

Forbes.com Highlights
The 4 Disciplines of
Execution Launch

Original Excerpt from Forbes.com
By: Dan Schawbel

The 4 Disciplines of Business Execution

I recently had the pleasure of speaking to Sean Covey, Jim Huling and Chris McChesney about their new book, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals. Sean is the Executive Vice President of Global Solutions and Partnerships for Franklin Covey and also serves as the Leader for Franklin Covey’s Education Practice, which is transforming education throughout the world by developing teachers and students as principle-centered leaders (See theleaderinme.org). He is the author of bestselling books, including The 7 habits of Highly Effective Teens and The 7 Habits of Happy Kids.

News posted April 24, 2012 comments (0)

The 4 Disciplines of Execution Launches Today!

The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following The 4 Disciplines:

• Focusing on the Wildly Important

• Acting on Lead Measures

• Keeping a Compelling Scoreboard

• Creating a Cadence of Accountability

leaders can produce breakthrough results, even when executing the strategy requires a significant change

The 4DX Book posted April 24, 2012 comments (0)

Execution vs. Strategy

As a leader, you can influence two principal things when it comes to producing results: your strategy (or plan) and your ability to execute that strategy.

Ask yourself this question:

Which of these do leaders struggle with more? Is it creating a strategy, or executing the strategy? Would your answer be strategy or execution?

Every time at Franklin Covey, we pose this question to leaders anywhere in the world, their answer is immediate: Execution!

Now, ask yourself a second question: If you have an MBA or have taken business classes, what did you study more execution or strategy?

The 4DX Book posted April 11, 2012 comment (1)