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8 of 9 people found the following review helpful
5.0 out of 5 stars Vision without execution is hallucination." Thomas Edison
For whatever reasons, many decision-makers are victims of what Jeff Pfeffer and Bob Sutton characterize as the "Knowing-Doing Gap." That is perhaps what Edison had in mind when expressing what is quoted in this review's title. Pfeffer and Sutton also have much of value to say about the "Doing-Knowing Gap" (i.e. Aim, Fire, Ready) and to the great credit of the co-authors...
Published on 16 May 2012 by Robert Morris

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3.0 out of 5 stars Three Stars
Its all good, relevant stuff, but it does not need to be spun out into a whole book.
Published 2 months ago by David C. Lane


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8 of 9 people found the following review helpful
5.0 out of 5 stars Vision without execution is hallucination." Thomas Edison, 16 May 2012
By 
Robert Morris (Dallas, Texas) - See all my reviews
(TOP 500 REVIEWER)   
This review is from: 4 Disciplines of Execution: Getting Strategy Done (Paperback)
For whatever reasons, many decision-makers are victims of what Jeff Pfeffer and Bob Sutton characterize as the "Knowing-Doing Gap." That is perhaps what Edison had in mind when expressing what is quoted in this review's title. Pfeffer and Sutton also have much of value to say about the "Doing-Knowing Gap" (i.e. Aim, Fire, Ready) and to the great credit of the co-authors of this book, the material they provide will enable almost anyone to avoid or escape from either trap.

Chris McChesney, Sean Covey, and Jim Huling introduce and then rigorously examine what they characterize as "four disciplines of execution" (4DX): Focus on the "wildly important" rather than on what is urgent (advice Steve Covey offered decades ago), Act on the "lead measures" (i.e. progress of what is done) rather than "lag measures" (i.e. results of what has been done), Keep a "compelling" scoreboard (i.e. one that simply cannot be ignored), and create a "cadence" of accountability (i.e. a cycle and rhythm of frequent accounting in coordination with what I think Mihaly Csikszentmihalyi calls "flow"). Adopting, indeed embracing these four disciplines requires a total commitment. The challenge to change agents is substantial. As Jim Stuart observes, "To achieve a goal you have never achieved before, [especially a `wildly important goal,'] you must start doing things you have never done before."

Most change initiatives either fail or fall far short of original expectations and, more often than not, the resistance is cultural in nature, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." However, it should be added, many of the wounds that change agents receive are self-inflicted. They over-sell and under-explain why the changes are not only important but imperative. They do little (if anything) to recruit buy-in. Change initiatives are imposed from above (i.e. the C-suite) rather than introduced at the shop floor level where momentum - and "buy-in -- can be increased organically rather than imperially.

McChesney, Covey, and Huling introduce 4DX in Section 1, explain how to install it with a team in Section 2, and then explain how to expand installation throughout the given enterprise in Section 3. I commend them on identifying the "what" of achieving "wildly important goals." (Jim Collins would call them BHAGs, or Big Hairy Audacious Goals, but BHAGs are somewhat more general than WIGs.) However, they devote the bulk of their time and energy to explaining "how" to achieving strategic objectives that include these:

o Assemble a project team and its leader (with full support of C-level executives) and charge them with
o Selecting the most important goals
o Formulating metrics for lead and lag measurements
o Formulating a comprehensive and cohesive "game plan," one that includes benchmarks and deadlines
o Devising a multi-dimensional communications program
o Establishing and then sustaining transparency re goals, strategies, metrics, etc.
o Sharing weekly, monthly, and quarterly updates

Throughout their lively and eloquent narrative, McChesney, Covey, and Huling focus on real people in real-world situations, struggling with real questions to answer and real (sometimes daunting) problems to solve. Readers will also appreciate the provision of supplementary resources that include "4DX Frequently Asked Questions," "Bring It Home" observations and recommendations, and a remarkably candid response to "So, Now What?"

For some C-level executives, this may well prove to be one of the most valuable business books they will ever read. But I also highly recommend it to everyone who aspires to reach that level and I have two specific reasons for that recommendation: It will help them to prepare themselves for expanded duties, responsibilities, and (yes) head-snappy challenges; but meanwhile, it will prepare them to add much greater value to the support they provide to the C-level executives in their organization now.
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3 of 4 people found the following review helpful
5.0 out of 5 stars "Vision without execution is hallucination." Thomas Edison, 16 May 2012
By 
Robert Morris (Dallas, Texas) - See all my reviews
(TOP 500 REVIEWER)   
For whatever reasons, many decision-makers are victims of what Jeff Pfeffer and Bob Sutton characterize as the "Knowing-Doing Gap." That is perhaps what Edison had in mind when expressing what is quoted in this review's title. Pfeffer and Sutton also have much of value to say about the "Doing-Knowing Gap" (i.e. Aim, Fire, Ready) and to the great credit of the co-authors of this book, the material they provide will enable almost anyone to avoid or escape from either trap.

Chris McChesney, Sean Covey, and Jim Huling introduce and then rigorously examine what they characterize as "four disciplines of execution" (4DX): Focus on the "wildly important" rather than on what is urgent (advice Steve Covey offered decades ago), Act on the "lead measures" (i.e. progress of what is done) rather than "lag measures" (i.e. results of what has been done), Keep a "compelling" scoreboard (i.e. one that simply cannot be ignored), and create a "cadence" of accountability (i.e. a cycle and rhythm of frequent accounting in coordination with what I think Mihaly Csikszentmihalyi calls "flow"). Adopting, indeed embracing these four disciplines requires a total commitment. The challenge to change agents is substantial. As Jim Stuart observes, "To achieve a goal you have never achieved before, [especially a `wildly important goal,'] you must start doing things you have never done before."

Most change initiatives either fail or fall far short of original expectations and, more often than not, the resistance is cultural in nature, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." However, it should be added, many of the wounds that change agents receive are self-inflicted. They over-sell and under-explain why the changes are not only important but imperative. They do little (if anything) to recruit buy-in. Change initiatives are imposed from above (i.e. the C-suite) rather than introduced at the shop floor level where momentum - and "buy-in -- can be increased organically rather than imperially.

McChesney, Covey, and Huling introduce 4DX in Section 1, explain how to install it with a team in Section 2, and then explain how to expand installation throughout the given enterprise in Section 3. I commend them on identifying the "what" of achieving "wildly important goals." (Jim Collins would call them BHAGs, or Big Hairy Audacious Goals, but BHAGs are somewhat more general than WIGs.) However, they devote the bulk of their time and energy to explaining "how" to achieving strategic objectives that include these:

o Assemble a project team and its leader (with full support of C-level executives) and charge them with
o Selecting the most important goals
o Formulating metrics for lead and lag measurements
o Formulating a comprehensive and cohesive "game plan," one that includes benchmarks and deadlines
o Devising a multi-dimensional communications program
o Establishing and then sustaining transparency re goals, strategies, metrics, etc.
o Sharing weekly, monthly, and quarterly updates

Throughout their lively and eloquent narrative, McChesney, Covey, and Huling focus on real people in real-world situations, struggling with real questions to answer and real (sometimes daunting) problems to solve. Readers will also appreciate the provision of supplementary resources that include "4DX Frequently Asked Questions," "Bring It Home" observations and recommendations, and a remarkably candid response to "So, Now What?"

For some C-level executives, this may well prove to be one of the most valuable business books they will ever read. But I also highly recommend it to everyone who aspires to reach that level and I have two specific reasons for that recommendation: It will help them to prepare themselves for expanded duties, responsibilities, and (yes) head-snappy challenges; but meanwhile, it will prepare them to add much greater value to the support they provide to the C-level executives in their organization now.
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3.0 out of 5 stars Three Stars, 25 May 2015
By 
David C. Lane - See all my reviews
(REAL NAME)   
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Its all good, relevant stuff, but it does not need to be spun out into a whole book.
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2 of 4 people found the following review helpful
5.0 out of 5 stars Practical framework for implementing corporate strategy, 17 Sept. 2012
By 
Rolf Dobelli "getAbstract" (Switzerland) - See all my reviews
(TOP 1000 REVIEWER)    (REAL NAME)   
Strategy without an effective method of execution is worthless, no matter how good it looks on PowerPoint. Chris McChesney, Sean Covey and Jim Huling - all FranklinCovey consultants - provide managers with a process for realizing "wildly important goals." They offer a simple yet effective four-step formula for execution, from goal setting to application and accountability. Although the concepts are basic, the clear instructions for implementation make this book a standout. Unfortunately, some of the content verges on being too promotional of FranklinCovey's training, services and products. Setting this foible aside and focusing on the good stuff, getAbstract recommends this clear strategy manual to all business leaders.
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1 of 2 people found the following review helpful
5.0 out of 5 stars The best of the best., 19 Mar. 2014
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If you read/hear nothing else, this is a must. Very enlightening if you are in business, on how to motivate people.
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0 of 1 people found the following review helpful
5.0 out of 5 stars Straightforward and detailed guidance to enable success, 28 Feb. 2015
By 
M. Dean (Derby, UK) - See all my reviews
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I'm only half way through this book, but already preparing my team at work for the first workshop to identify our wildly important goals. It's logical and a simple concept to grasp, although the execution I can see has further complexities. This book gives plenty of examples and guidance on how to overcome all hurdles. It's the whole package and I can see how it will easily transfer into practical application and success.
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0 of 1 people found the following review helpful
5.0 out of 5 stars Practical and full of tips, 30 July 2014
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This review is from: 4 Disciplines of Execution: Getting Strategy Done (Paperback)
A great book - pragmatic and applicable to a wide variety of situations. Layout is effective as is the sectioning.

Most organisations use bits of this methodology - but using all of it is vital.
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0 of 1 people found the following review helpful
5.0 out of 5 stars A Remarkably helpful book., 20 May 2014
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My head is spinning... Such profound but simple principles to help maintain focus in the midst of the whirlwind. The challenge now is to adopt these principles, make them a habit and do it...
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0 of 1 people found the following review helpful
5.0 out of 5 stars Excellent, 10 Feb. 2013
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This review is from: 4 Disciplines of Execution: Getting Strategy Done (Paperback)
this is excellent material for anyone who is serious about getting things done in their business.
well written and clear.
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5.0 out of 5 stars Five Stars, 6 April 2015
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This review is from: 4 Disciplines of Execution: Getting Strategy Done (Paperback)
Great
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4 Disciplines of Execution: Getting Strategy Done
4 Disciplines of Execution: Getting Strategy Done by Sean Covey (Paperback - 26 April 2012)
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