“The 4 Disciplines of Execution” is about strategic organizational change. When it comes to producing results, there are 2 principle things a leader should have in order to influence others. One is strategy which can be your plan and 2nd one is your ability to execute that strategy. The area which leaders struggle the most is the one in which they have the least education. Execution is difficult; this is the part more focus is required. The reality is, most of us try to do far too many things at once. We need to be more specific when it comes to achieve goals. To achieve results with excellence you must focus your energies on what is wildly important. First of all you have to define what your wildly important goal is. Like an air traffic controller, we need to focus on doing one thing at a time, perfectly. Clarity is essential, look deep into all the contributing factors and focus on what you required to achieve wildly important goal. In every business, strategy is essential for success. It charts the course and provides the direction. But, every strategist knows that so often strategic goals never take off because they are drowned by all of the other competing interests.
Some goals are more important than others. We have to learn how to make the difference between what is wildly important and what is mildly important. Failure to achieve a wildly important goal carries; regret, guilt, resentments and in fact negative emotions emerge on the surface. One of the problems you are going to face is your real enemy we call it whirlwind.
It is your day job, you used to do on regular basis. It’s the massive amount of energy that’s necessary just to keep your operation going on a day-to-day basis; and, ironically, it’s also the thing that makes it so hard to execute anything new. Think about it this way: While you’re reading these words, are you being distracted by incoming emails, a ringing phone, or the person standing in your office door? The whirlwind is urgent and it acts on you and everyone working for you every minute of every day. The goals you’ve set for moving forward are important, but when urgency and importance clash, urgency will win every time.
Whether you call it a strategy, a goal, or simply an improvement effort, any initiative you as a leader drive in order to significantly move our team or organization forward will fall into two categories, one is the strategies you execute just by ordering or authorizing. But the second requires behavioral change. Most important thing is clear focus on your measures you are going to take in order to achieving your goal.