Each year I attend The Global Leadership Summit from the satellite location at my home church in Lafayette, IN. This year, I’ve been invited to be a part of the social media/live-blogging team to share my notes from this year’s Summit. So, tune in for the next 2 days and catch the notes from each of the speakers.
It’s my hope that these notes will not only add value to you as a leader, but also give you some practical ideas to share the notes with your team. Also, I’ll have some extras for you, so you’ll want to check back often and see what’s happening! Lastly, head over to my Facebook page to join in on the conversation and let’s share our favorite quotes and take-aways there!
The Global Leadership Summit is a two-day event telecast LIVE in HD from Willow’s campus near Chicago every August to hundreds of locations in North America. You are invited to join an expected 305,000 people committed to getting better as leaders in 2016. Throughout the fall, Summit events take place at an additional 675+ sites in 125 countries and 59 languages.
Bestselling Author; Executive at Franklin Covey
Chris McChesney is a Wall Street Journal #1 national bestselling author of The 4 Disciplines of Execution and is the Global Practice Leader of Execution for Franklin Covey. Known for his high-energy and engaging presentations, McChesney has consulted with many of the world’s top brands and leverages this practical experience to help leaders from the boardroom to the front lines of an organization get better at executing the ideas that matter most.
- What do leaders struggle with more – strategy or execution?
- What are leaders educating in – execution or business planning?
- The things that leaders are most frustrated with is not what they’re educated in.
- The hardest thing a leader will ever do is to drive a strategy that changes human behavior.
- We don’t see a lot of leaders saying that they wish they were better at leading behavior change.
- We tend to blame other people.
- Any time the majority of people behave a particular way most of the time, the problem isn’t the people.
- We don’t get to blame the people.
- Four natural laws or disciplines of execution – focus, leverage, engagement, and accountability.
- #1 – Focus on the Wildly important.
- If a team focuses on 4-10 goals, they’ll only achieve 1-2.
- If a team focuses on 11-20 goals, they’ll achieve 0.
- There will always be more good ideas than there is capacity to execute.
- In your area of responsibility, what lives at the corner of really important and not going to happen on its own?
- What are the fewest number of battles necessary to win the war?
- Rules for discipline:
- Fewest battles necessary to win the war
- One Wildly Important Goal per team
- You can veto, but don’t dictate (people have to have their say but they don’t have to have their way)
- A WIG must have a gap (from X to Y by When)
- 15 metrics is not a finish line
- Execution doesn’t like complexity
- Best friends of execution are simplicity and transparency
- #2 – Act on the Lead Measures (predictive of goal success and influenceable by the team)
- There’s a big difference between knowing a “thing” and knowing the data behind the “thing.”
- Data is hard to get, it’s like trying to solve a puzzle, the team will forget about it in 3 days.
- #3 – Keep a compelling scoreboard – people play differently when they are keeping score.
- To the people who work for me think that they are working on a winnable goal.
- #4 – Create a cadence of accountability
- What are the 1-3 things that I can do that will have the biggest impact?
- Execution is frustrating because urgency always trumps important.
- WIG meeting:
- report on last week’s commitments
- review and update scoreboard
- make commitments for the next week (as leaders, don’t give them their commitments – you gotta pull it)
- The rules, the natural laws for execution, turned out to be the very same rules for engagement.
Those are my notes – what did you write down? Head over to the Facebook page and leave a comment!