Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

4 Disciplines of Execution > 4DX > Flashcards

4DX Flashcards

Main Principals

1
Q

What is the 1st Discipline?

A

Focus on the Wildy Important Goals (Wigs)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is the 2nd Discipline?

A

Act on the Lead Measures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is the 3rd Discipline?

A

Keep a Compelling Scoreboard

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is the 4th Dicipline?

A

Create a Cadence of Accountability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

How does the Whirlwind differ to the WIGS?

A

The Whilwind is the day to day activities required to sustain your business. WIGS are goals to be accomplished in addition to the whirlwind.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is the optimum number of WIGs?

A

2-3

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What happens when too many WIGS are attempted at once?

A

Less are completed with excellence as focus is scattered.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

How many things can the human brain focus on at once?

A

1

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

How level of quality is the aim for WIGs?

A

Excellence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

There will always be more ideas than capacity to …….?

A

execute

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

4DX may require you to say .. to great ideas.

A

No

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Finish Tim Cooks Qoute:
• We are the most …….. company i know of.
• We say .. to great ideas everyday in order to keep the amount of things we …. on very ….. in number so that we can put enormous ….. behind the ones we do choose.
• The table each of you are sitting at today, you
could probably put every …….. on it that Apple makes, yet Apple’s revenue last year was $.. billion.”

A
  • Focused
  • No
  • focus
  • small
  • energy
  • product
  • $40 billion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the 2 focus traps?

A
  1. Trying to focus on too many things at once

2. Trying to turn everything in the whirlwind into a wig.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Wigs typically require a change in behaviour because of this minimise the amount of change required by…

A

..focusing only on a very few very woldly important goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What % of energy/time should be devoted to acheiving the WIG, and what % focused on the whirlwind

A

20% WIG

80% Whirlwind

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What is the question you need to ask to help determine your WIG?

A

If everey other area of our operation remained at its current level of performance, what is the one area where change would have the greatest impact?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

True or False, the WIGS will come from one of 2 places, either inside the whirlwind or outside of it.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

When WIGS are outside of the whirlwind they tend to be about…?

A

reposition yourself strategically.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Ideally once a WIG is acheived where does it go?

A

Back into the whirlwind to become a natural part of your teams operation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Every new WIG that is completed and fully adopted should ——- the quality of the whirlwind going forward.

A

improve

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What is Rule #1 for Discipline #1 (Focus)?

A

No team focuses on more than 2 WIGS at any one time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What is Rule #2 for Discipline #1 (Focus)?

A

The battles you choose must win the war.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What is the role of the lower level WIGs in relation to the higher level WIGs?

A

There completion must ensure the success of the higher level WIGS.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is the answer to the “How do we win the War” Question?

A

Not a long list of everything we could do, instead it should be a list of the “Fewest high impact things we could do to win the war.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What is Rule #3 for Discipline #1 (Focus)?

A

Senior Leaders can veto but not dictate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What happens without a degree of team involvement with setting WIGs.

A

There is a lack of commitment and engagement when all wigs are top down.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Under what circumstances should senior leaders veto WIGs?

A

Teams must be allowed to help decide Wigs, but senior leaders can veto to ensure the right battles are fought.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What is the basic process between senior leaders and staff in setting WIGs?

A

Senior leaders set the overall direction. Levels below create their own WIGs to ensure that goal is acheived, senior leaders help guide the Wigs to ensure the right battles are fought.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is Rule #4 for Discipline #1 (Focus)?

A

All WIGs must have a finish line in the form of X to Y by when.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Every WIG at every level must have a clearly ———- result as well at the —- it must be acheived by,

A

measurable

date

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

A measurable WIG needs to include a ——

A

number

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

What is the example of NASA’s focusing narrowing under Kennedy?

A

They went from 8 long winded ambiguous goals to one short punchy, “.. before the end of this decade landing a man on the moon and returning him home safely”.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What happened to accountability and morale and engagement when the public announcement was made re landing on the moon?

A

They both went up.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Everyone want to feel like they are —— and comtributing to something ———-.

A

winning

meaningful

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Discipline 1 requires you to translate your strategy into …

A

a set of targets with specific finish lines.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Discipline 1 is about defining that ——- —-, and it is a ——–

A

greater goal

discipline

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

What do lag and lead measures teach you about acheiving a goal?

A

Lag measure tell you if you have acheived the goal.

Lead measures tell you if you are likely to acheive the goal.

38
Q

Why dowe focus on the lead rather than the lag measure?

A

Because we have much more control over a lead mseaure and a good lead measure predictably inlfuences a lag measure

39
Q

Why are lag measures called “Lag” measures?

A

Because by the time you see the data the result has already happened.

40
Q

What are the 2 primary characteristics of Lead mseaures?

A
  • They are influenceable, ie you have control to make them happen
  • They are predictive, ie if the lead measure changes you can predict that Lag measure will change to.
41
Q

What is the Lead and Lag examples as applied to weight loss?

A

Lag measure: Lose 5 kgs by dec 31st
Lead measure: Do regular exercise 5 times per week (burn more calories)
Lead measure: Eat good food in smaller portions ( less calories taken in )

42
Q

Which is easier to get data on, lead measures or lag measure?

A

Lag measures

43
Q

What is the important discipline in the diet and exercise example of losing weight?

A

The continual and ongoing measurement of the calories eaten and burnt.

44
Q

What 2 things does the data on the lead measures enable you to do?

A
  1. To close the gap on knowing what your team should do and what they are doing.
  2. It will help determine if you have a good lead measure as the lead data should translate into lag results if it is a good lead measure.
45
Q

To acheive a goal you have never acheived before you must do ————.

A

… things you have never done before.

46
Q

Is finding the right lever to act as a lead measure is often …

A

one of the toughest and most intriguing challenges in executing a WIG.

47
Q

You need to put a ____________ amount of ————– against leverage points by focusing on ____ measueres

A
  • disproportiate
  • energy
  • lead
48
Q

True or False, Lead measure are often easy to measure and collect data on.

A

Flase, its often a big and difficult pain in the arse, but the data is the thing that provides the sense of momentum and progress of the lead measure

49
Q

True or False, Measuring lead measures is often a inconvenience and another level of stuff to do in the whirlwind

A

True, it will most likely be effort, thats where the discipline comes in.

50
Q

What is the flying example re Lead and Lg measure that had a major impact on saefty?

A

The pre flight check list, its influenceable and has is very predictive of the success of the flight.

51
Q

In 1935 an experienced test pilot crashed one of the largest planes ever build because he forget to check the tail elevators were unlocked. This lead to what happening?

A

Other pilots got together to create a series of lead measures that they could check every flight. Today the preflight checklist is the greatest predictor of arriving safely.

52
Q

Driving the —- ——– for a single WIG in the ——— is challenging enough. Leaders who try for more than 2 WIGS at once always —– —– —–.

A
  • lead measures
  • whirlwind
  • cahnge their minds
53
Q

True or Flase, Lead measures a re best ‘bet’ to attempt to influence the lag measure

A

True

54
Q

Regarding staff, coming up with the right lead measures is about what 3 things (3)…

A
  • seeing themselves as strategic business partners
  • engaged in dialogue
  • finding ways to do things better or different to achieve the WIG
55
Q

What is the newspaper Case study?

A

Savanah morning news, in US deep south closed revenue gap by focusing on a handful of lead measres related to core business rather than being comletely scattered. Result was so successful, Parent company rolled out 4DX approach to its other 40 news papers.

56
Q

Elaborate on discipline 3.

A

Keep a compelling scoreboard and makesure everyone know the score at all times so they know ehn they are winning.

57
Q

Discipline 3 is also known as being the ——– – ———–

A

Discipline of engagement

58
Q

People play differently when they are ——- —–

A

keeping score

59
Q

If the lead measures are not captured on a visual scoreboard and updated regularly what happens?

A

The dissapear in the the distractions of the whirlwind

60
Q

People disengage when they —- —- — —–

A

don’t know the score

61
Q

In Discipline 3 the strategic bet for your team is broken down into a —— ———- —————

A

visual compelling scoreboard

62
Q

What 2 things does the scoreboard help the team to know… and what does this help with

A

Where they are
Where they should be
It helps with problem solving and decision making

63
Q

What is the difference between the coaches scoreboard and the players scoreboard.

A

The coaches scoreboard is complex and full of data but harder to see if we are winning.
The players scoreboard is simple and shows only the key metrics that show they are winning or not.

64
Q

The fundamental purpose of the players scoreboard is to….

A

..motivate the players to win

65
Q

Important statement. People play differently when —- are keeping score

A

they

66
Q

Simply put, people……… when they don’t know the

score.

A

disengage

67
Q

In Discipline 3, the strategic … for your team, their lead and lag measures, are translated into
a ……., ………. …………….

A

visual, compelling scoreboard

68
Q

Describe how the players scoreboard should look.

A

It should have a simple comparison of what the target is and how we are currently tracking

69
Q

There are four questions we always ask when determining if a scoreboard is likely to be
compelling to the players:

A
  1. Is it simple?
  2. Can I see it easily?
  3. Does it show lead and lag measures?
  4. Can I tell at a glance if I’m winning?
70
Q

Visibility also drives ………….

A

accountability

71
Q

The results become ……….. …………… to the team when the scoreboard is displayed where it can be seen by everyone. We’ve observed this again and again.

A

personally important

72
Q

The lead measure is what the team can …….. The lag measure is the result they ….

A

affect

want

73
Q

What is the 5 second rule in relation to the scoreboard?

A

If you can’t tell within five seconds whether you’re winning or losing you haven’t passed this test

74
Q

For the scoreboard to show you if you are winning or losing it needs to show you 2 things, what are they.

A

where you are now and where you should be now.

75
Q

One of the most demoralizing aspects of life in the whirlwind is that you don’t feel you can …

A

win

76
Q

When asked to supply data on whether the business is winning or losing, what do most leaders in there program respond?

A

Give me a few minutes to find that, because they don’t have the simple information they need and a target to compare it to.

77
Q

with 4DX, not only do you create a game for your team, you create a ……….. game.

A

winnable

78
Q

In essence, you and your team make a … that you can move the …. ……. and that those
lead measures will move the … ……..

A

bet
lead measures
lag measure

79
Q

When it starts to work, even people who have shown
little interest become very ……….. as the entire team starts to see that they are winning, often for
the first time. Keep in mind that their engagement is not because the organization is winning, or
even that you as their leader are winning: it’s because …. are winning.

A

engaged

they

80
Q

We learned it through experience. As we
began to implement 4DX with teams around the world, we saw significant ……… in ……. and
………., even though their WIGs weren’t about morale and engagement.

A

increases
morale
engagement

81
Q

in our early implementations, the increase in engagement that
we observed as teams began to feel they were winning was not a …… thing. It was ……..

A

subtle

palpable

82
Q

Our implementations usually involved ……. …. of …….. …. with leaders and teams,
and these teams included their share of …….. … ……… To our surprise, we would return
two months later and find that these initial ………, along with everyone else on the team, were
excited to show us what they were ………….

A 
several days 
intensive work
naysayers and resisters
resisters
accomplishing.
83
Q

Many believe that ………. drives ……., and so do we. However, we know now, and have
witnessed consistently over the years, that …… drive ………….

A

engagement
results
results
engagement

84
Q

In our experience, nothing

affects ……. and ………. more ………. than when a person feels he or she is ……..

A

morale
engagement
powerfully
winning

85
Q

“The power of ……. is fundamental to human nature, but few managers understand
it or know how to leverage ……. to boost motivation.”

A

progress

progress

86
Q

In 1968, author Frederick Herzberg published an article in the Harvard Business Review he emphasizes the powerful
connection between results and engagement: what were they?

A

“People are most satisfied with their jobs (and

therefore most motivated) when those jobs give them the opportunity to experience achievement.”

87
Q

A motivating
players’ scoreboard not only drives results but uses the visible power of …… to instill the
mindset of ………

A

progress

winning

88
Q

If you still have doubts about the …… .. ………on team engagement, think of a time in
your own career when you were the most ……. … ……… in what you were doing,

A

impact of winning

excited and engaged

89
Q

4DX enables you to set up a …….. …..

A

winnable game

90
Q

The fourth discipline is to create a ……. .. …………., a frequently recurring ….. of
accounting for …. ……… and ……. to move the score forward.

A

cadence of accountability
cycle
past performance
planning

91
Q

discipline 4 - This is the discipline that brings the team members all ……., and that is why it ………
the other disciplines.

A

together

encompasses

92
Q

….. teams operate with a high level of ……….. Without it, team members go off in all
……… with each doing what he/she thinks is most …….. Under this approach, the
……… soon takes over.

A 
Great
accountability
directions
important
whirlwind

4 Disciplines of Execution (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions