The 4 disciplines of execution by Chris McChesney, Sean Covey & Jim Huling

Copyright © 2012 by FranklinCovey Co.

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

By the time it finally disappeared, it’s likely no one even noticed.

What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow! The 4 Disciplines of Execution can change all that forever.

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 in behavior from their teams.

4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results, regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today’s competitive climate. Simply put, this is one book that no business leader can afford to miss.

Chris McChesney is the Global Practice Leader of Execution for FranklinCovey and one of the primary developers of the 4 Disciplines of Execution.

Sean Covey is Executive Vice President of Global Solutions and Partnerships for FranklinCovey and oversees FranklinCovey’s international operations in 141 countries around the globe. As the Chief Product Architect for FranklinCovey, Sean organized and directed the original teams that conceived and create The 4 Disciplines of Execution.

Jim Huling is the Managing Consultant for FranklinCovey’s 4 Disciplines of Execution. In this role, Jim is responsible for the 4 Disciplines methodology, teaching methods, and the quality of delivery worldwide.

Main ideas:

• It’s natural for a leader to assume the people are the problem. After all, they are the ones not doing what we need to have done. But you would be wrong. The people are not the problem!
• The real enemy of execution is your day job! We call it the whirlwind. 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.
• The 4 Disciplines are fules for executing your most critical strategy in the midst of your whirlwind.
• 4 Disciplines: Focus on the Wildly Important; Act on the Lead Measures; Keep a Compelling Scoreboard; Create a Cadence of Accountability.
• When you narrow the focus of your team to one or two wildly important goals, the team can easily distinguish between what is truly top priority and what is the whirlwind.
• People play differently when they are keeping score.
• Human beings are genetically hardwired to do one thing at a time with excellence.
• The players’ scoreboard is a powerful device for changing human behavior anywhere.
• The WIG session should be held on the same day and at the same time every week. This consistency is critical. The WIG session is sacred.
• Set a goal that challenges the team to rise to their highest level of performance but not beyond it. In other words, create a WIG that is both worthy and winnable.
• If the most senior leader is not fully committed to 4DX, the organization will never fully commit.

Comments extracted from the book, they could be right or wrong, you decide for yourself:

• Clayton Christensen, Professor, Harvard Business School:
  • Andy Groove: «You are such a naïve academic. I asked you how to do it, and you told me what I should do, I know what I need to do, I just don’t know how to do it».
  • The book truly contains a theory of causality of «how» effective execution is achieved.
• 4DX: An abbreviation for the 4 Disciplines of Execution.
• Whirlwind: A metaphor for the enormous amount of time and energy required to keep the organization at its current level of performance.
• One you’ve decided what to do, your biggest challenge is in getting people to execute it at the level of excellence you need.
• When you execute a strategy that requires a lasting change in the behavior of other people, you are facing one of the greatest leadership challenges you will ever meet.
• If you’ve ever tried to get other people to change their ways, you know how tough it is. Changing yourself is hard enough.
• To achieve a goal you have never achieved before, you must start doing things you have never done before.
• It’s natural for a leader to assume the people are the problem. After all, they are the ones not doing what we need to have done. But you would be wrong. The people  are not the problem!
• One primer suspect behind execution breakdown was clarity of the objective. People simply didn’t understand the goal they were supposed to execute.
• People weren’t sure what the goal was, weren’t committed to it, didn’t know what to do it about it specifically, and weren’t being held accountable for it.
• The real enemy of execution is your day job! We call it the whirlwind. 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.
• The goals you’ve set for moving forward are important, but when urgency and importance clash, urgency will win every time.
• Executing in spite of the whirlwind means overcoming not only its powerful distraction, but also the inertia of «the way it’s always been done».
• If you ignore the urgent, it can kill you today. It’s also true, however, that if you ignore the important, it can kill you tomorrow.
• The challenge is executing your most important goals in the midst of the urgent.
• Is that employee fully engaged in achieving that goal? Not a chance. Is he trying to sabotage your goal or undercut your authority? No. He’s just trying to survive in his whirlwind.
• If you are going to create significant results you will eventually have to execute a behavioral-change strategy. Stroke-of-the-pen moves will only take you so far.
• The 4 Disciplines are fules for executing your most critical strategy in the midst of your whirlwind.
• Tim Harford: «You show me a successful complex system, and I will show you a system that has evolved through trial and error».
• The more you try to do, the less you actually accomplish. This is a stark, inescapable principle that we all live with.
• Your first challenge is focusing on the wildly important.
• 4 Disciplines:
  • Discipline 1: Focus on the Wildly Important.
  • Discipline 2: Act on the Lead Measures.
  • Discipline 3: Keep a Compelling Scoreboard.
  • Discipline 4: Create a Cadence of Accountability.
• Lack of focus magnifies the intensity of the whirlwind, dilutes your efforts, and makes success almost impossible.
• When you narrow the focus of your team to one or two wildly important goals, the team can easily distinguish between what is truly top priority and what is the whirlwind.
• Without focus, you will never get the results you want.
• Some actions have more impact than others when reaching for a goal. And it is those that you want to identify and act on if you want to reach your goal.
• Lag measures are the tracking measurements of the wildly important goal, and they are usually the ones you spend most of your time praying over. You’re praying because by the time you get a lag measure, you can’t fix. It’s history.
• Lead measures are the measures of the most high-impact things your team must do to reach the goal. In essence, they measure the new behaviors that will drive success on the lag measures.
• Acting on the lead measures is one the little-known secrets of execution.
• Lag measures are ultimately the most important things you are trying to accomplish. But lead measures, true to their name, are what will get you to the lag measures. Once you’ve identified your lead measures, they become the key leverage points for achieving your goal.
• People play differently when they are keeping score.
• In principle, the highest level of performance always come from people who are emotionally engaged and the highest level of engagement comes from knowing the score, that is, if people know whether they are winning or losing. It’s that simple.
• Unless we consistently hold each other accountable, the goal naturally disintegrates in the whirlwind.
• Team members create their own commitments. Because they make their own commitments, their ownership of them increases. Team members will always be more committed to their own ideas than they will to orders from above. Even more important, making commitments to their team members, rather than solely to the boss, shifts the emphasis from professional to personal.
• Nothing drives the morale and engagement of a team more than winning.
• People want to win. They want to make a contribution that matters.
• We believe the principles of execution have always been focus, leverage, engagement, and accountability.
• Disciplines will sound deceptively simple, but they take sustained work to implement. The payoff is that you will not achieve this goal but also build the organizational muscle and capability to achieve the next goal and the next.
• Focus your finest effort on the one of two goals that will make all the difference, instead of giving mediocre effort to dozens of goals.
• The inability of leaders to focus is a problem of epidemic proportions.
• We are not talking about narrowing the size and complexity of your whirlwind, although, over time, attention to WIGs might have that effect.
• Focusing on the wildly important means narrowing the number of goals you are attempting to accomplish beyond the day-to-day demands of your whirlwind.
• If a team focuses on two or even three goals beyond the demands of their whirlwind, they can often accomplish them. However, if they set four to ten goals, our experience has been that they will achieve only one or two.
• Human beings are genetically hardwired to do one thing at a time with excellence.
• Science tells us the human brain can give full focus to only a single object at any given moment.
• People who try to push many goals at once usually wind up doing a mediocre job on all of them.
• The problem is that creative, ambitious people always want to do more, not less.
• Nothing is more counterintuitive for a leader than saying not to a good idea, and nothing is a bigger destroyer of focus than always saying yes.
• There will always be more good ideas than there is capacity to execute.
• Trying to turn everything in the whirlwind into a WIG, is even more common. Once caught in it, you try to turn everything in the whirlwind into a goal.
• Keeping the ship afloat should be job one, but if they are spending 100 percent of their energy trying to significantly improve all of those dials at once, you will have lost your focus.
• If you want high-focus, high-performance team members, they must have something wildly important to focus on.
• If you try to select your WIG by asking yourself what’s most important, you may find your mind running in circles. Because the urgent priorities in your whirlwind are always competing to be the most important and a very good argument can usually be made for choosing any one of them.
• In determining your wildly important goal, don’t ask «What’s most important?». Instead, being by asking «If every other area of our operation remained at its current level of performance, what is the one area where change would have the greatest impact?». This question changes the way you think and lets you clearly identify the focus that would make all the difference.
• Once a WIG is achieved, it goes back into the whirlwind.
• It’s about a WIG so fundamental to the heart of your mission that achieving it defines your existence as an organization.
• 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.
• Rules for applying Discipline 1:
  • Rule #1: No team focuses on more than two WIGs at the same time.
  • Rule #2: The battles you choose must win the war.
  • Rule #3: Senior leaders can veto, but not dictate.
  • Rule #4: All WIGs must have a finish line in the form of from X to Y by when.
• Once the top-level WIG is chosen, the next question is critical. Instead of asking, «What are all the things we could do to win this war?», a common mistake that results in a long to-do list. ask «What are the fewest number of battles necessary to win this war?».
• While the senior leaders will undoubtedly determine the top-level WIGs, they must allow the leaders at each level below to define the WIGs for their teams. This not only leverages the knowledge of these leaders, but also creates a greater sense of ownership and involvement.
• A WIG is not a strategy. A WIG is a tactical goal with a limited time frame. We’ve seen some WIGs that take two years and some that take six months.
• A WIG should be within a time frame that balances the need to create a compelling vision with the need to create an achievable goal.
• The rules governing focus are like the rules governing gravity: They aren’t concerned with what you think or with the details of your particular situation. They simply yield predictable consequences.
• While you can’t control how often your car breaks down on the road (a lag measure) you can certainly control how often your car receives routine maintenance (a lead measure). And, the more you act on the lead measure, the more likely you are to avoid that roadside breakdown.
• Long-term plans created by most organizations are often too rigid.
• Understanding lead measures will be one of the most important insights you take from this book.
• In virtually every case, fixating solely on the lag measures fails to drive results.
• We have learned that the lead measures are usually already there in the business, but no one is tracking them.
• Lead measure data is almost always more difficult to acquire than lag measure data, but you must pay the price to track your lead measures. Without data, you can’t drive performance in the lead measures; without lead measures, you don’t have leverage.
• Make sure everyone knows the score at all times, so that they can tell whether or not they are winning. Simply put, people disengage when they don’t know the score.
• Once the team sees that the lag measure is moving because of the efforts they have made on the leads, it has a dramatic effect on engagement because they know they are having a direct impact on the results.
• Winning or losing requires you to know two things: where you are now and where you should be now.
• You don’t naturally create a player’s scoreboard. Your instinct will be to create a coach’s scoreboard: a complex scoreboard with lots of data, and projections designed for the coaches, not the players.
• One of the most demoralizing aspects of life in the whirlwind is that you don’t feel you can win. They are not playing to win, they’re playing not to lose. And the result is a big difference in performance.
• 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 they are winning.
• Data is like light, the best growth agent known. When winners are given data that shows that they are losing, they figure out a way to win. With the lights on, they can see what they need to do to improve.
• The players’ scoreboard is a powerful device for changing human behavior anywhere, even deep in the woods.
• Many believe that engagement drives results, and so do we. However, we know now, and have witnessed consistently over the years, that results drive engagement.
• Winning is a more powerful driver of engagement than money, benefits packages, working conditions, whether you have a best friend at work, or even whether you like your boss, all of which are typical measures of engagement.
• A winning team doesn’t need artificial morale boosting.
• Accountability means making personal commitments to the entire team to move the scores forward and then following through in a disciplined way.
• Great teams operate with a high level of accountability. Without it, team members go off in all directions with each doing what he/she thinks is most important. Under this approach, the whirlwind soon takes over.
• The WIG session should be held on the same day and at the same time every week (sometimes even more often, daily, for instance, but never less often than weekly) . This consistency is critical. Without it, your team will never be able to establish a sustained rhythm of performance. The WIG session is sacred.
• The whirlwind is never allowed into a WIG session.
• WIG sessions might vary in content, but the agenda is always the same:
  1. Account: Report on commitments.
  2. Review the scoreboard: Learn from successes and failures.
  3. Plan: Clear the path and make new commitments.
• To prepare for the meeting, every team member thinks about the same question: «What are the one or two most important things I can do this week to impact the lead measures?».
• Jack Welch: «Goals cannot sound noble but vague. Targets cannot be so blurry they can’t be hit».
• As one of our largest clients is fond of saying: «The more they talk, the less they did».
• If the lead measures aren’t moving the lag, the team brings creative thinking to the table, suggesting new hypotheses to try.
• Unless you are a frontline person, you will likely be in two WIG sessions every week: one led by your boss and one that you lead with your team.
• Each commitment must meet two standards: First, the commitment must represent a specific deliverable. Second, the commitment must influence the lead measure.
• If you simply tell you team what to do, they will learn little. But when they are able to consistently tell you what’s needed to achieve the WIG, they will have learned a lot about execution, and so will you.
• What you ultimately want is for each member of your team to take personal ownership of the commitments they make. As a leader, you may still coach people who are struggling to make high-impact commitments, but you want to ensure that, in the end, the ideas are theirs, not yours.
• Parkinson’s Law: «Work expands so as to fill the time available for its completion».
• The full impact of the WIG session won’t be felt right away. It often takes three to four weeks before a team establishes an effective rhythm in which they learn to stay focused on the WIG and avoid talking about the whirlwind.
• The question you ultimately answer in a WIG session is. «Did we do what we committed to each other we would do?».
• The accountability to their peers that is created in the WIG session is an even greater motivator of performance for most individuals than accountability to their boss.
• Necessity really is the mother of invention.
• Once people give up on a goal that looks unachievable, no matter how strategic it might be, there is only one place to go: back to the whirlwind.
• The famous Greek myth of Sisyphus is a little like the feeling of leaving work at the end of an exhausting day without being able to point to a single significant accomplishment, and knowing that tomorrow you’ll begin  pushing that boulder all over again.
• The launch phase of 4DX is not guaranteed to go smoothly. You will have your models (those who get on board), your potentials (those who struggle at first) and your resisters (those who don’t want to get on board).
• famous University of Kentucky basketball Coach Adolph Rupp: «Whenever you see a man on top of a mountain, you can be sure he didn’t fall there».
• Many teams have multiple goals, sometimes dozens, all of which are priority one. Of course, that means that nothing is priority one.
• Ideally, both the leader and the team participate in defining the WIGs. Only the leader can provide clarity about what matters most.
• Don’t settle for just a few ideas for the WIG. Gather as many ideas as you can reasonably capture. Our experience shows that the longer and more creative the list of possible WIGs, the higher quality the final choice.
• One of our clients: «If you’re not keeping score, you’re just practicing.».
• Time invested in a game without a score is time lost.
• Does the team have at least 80 percent ownership of the result? This test is about eliminating significant dependence on other teams. If it’s less than 80 percent, neither team will take responsibility and accountability will be lost.
• 85 percent of working adults cannot tell you their organization’s most important goals. Among the many reasons for this: Most organizational goals are vague, complex, and pretentious.
• We often encounter leaders who believe in setting goals that are far beyond anything their team can achieve, while privately acknowledging that they’ll be satisfied if they get 75 percent of the goal. This type of gamesmanship can significantly undermine your ability to drive engagement and results.
• Set a goal that challenges the team to rise to their highest level of performance but not beyond it. In other words, create a WIG that is both worthy and winnable.
• Defining the gap between X and Y is a critical decision. The gap had to be challenging but realistic.
• Unlike lag measure, which tell you if you have achieved your goal, lead measure tell you if you are likely to achieve your goal. You will use lead measures to track those activities that have the highest leverage on the WIG.
• Often, lead measures simply close the gap between knowing what to do and doing it.
• There are two types of lead measures: small outcomes and leveraged behaviors. Small outcomes are lead measures that focus the team on achieving a weekly result, but give each member of the team latitude to choose their own method for achieving it. Leveraged behaviors are lead measures that track the specific behaviors you want the team to perform throughout the week. The team is accountable for performing the behavior, rather than for producing the result.
• It’s not a question of which is a better lead measure. It’s a question of which is a better lead measure for you team.
• Resist the temptation to choose quickly, our experience has taught us that the more ideas generated, the higher the quality of the lead measures.
• Stay focused on ideas that will drive the WIG. Don’t drift into a general discussion of good things to do rather than things that will impact the WIG, or you will end up with a long list of irrelevancies.
• A famous example of a productive lead measure is the 15 percent rule at 3M Company. They adopted the lead measure of requiring their research teams to devote 15 percent of their time on projects of their own choice. 3M’s sales and earnings have increased more than forty-fold since.
• Test lead measures against these six criteria:
  • Is it predictive?
  • Is it influenceable?
  • Is it an ongoing process or a «once and done»?
  • Is it a leader’s game or a team game?
  • Can it be measured?
  • Is it worth measuring?
• Is the measure predictive of achieving the WIG? This is the first and most important test for a candidate lead measure.
• The ideal lead measure is an action that moves the lag measure and that the team can readily take without a significant dependence on another team.
• The behavior of the team must drive the lead measure. If only the leader (or one individual) can move the lead measure, the team will quickly lose interest in the game.
• Tracking results for individual performers creates the highest level of accountability but also the most difficult game to win because it demands the same performance from everyone. Alternatively, tracking team results allows for differences in individual performance while still enabling the team to achieve the outcome.
• if you’ll be measuring an activity your team already does, it’s essential that the level of performance go up significantly beyond where it is today. Otherwise, you’ll be playing out a familiar definition of insanity: Doing the same thing you’ve always done, but expecting different results.
• A milestone that requires less than six weeks to complete is generally not significant enough to serve as a good lead measure.
• People give less than their best and finest effort if no one is keeping score, it’s just human nature.
• If the scoreboard doesn’t motivate energetic action, it is not compelling enough to the players. They should be discussing it all the time. They should never really take their minds off it.
• Resist the temptation to complicate the scoreboard by adding too many variables or supporting data. In the midst of the whirlwind, simplicity is the key to keeping the team engaged.
• The leader should make very clear: who is responsible for the scoreboard; when it will be posted; how often it will be updated.
• To ensure the credibility of the scoreboard, the leader periodically audits the performance of the team to validate that the scores being recorded match the level of performance observed. The rule here is trust, but verify.
• The effectiveness of the WIG session depends on the consistency of the cadence, but the results on the scoreboard depend on the impact of the commitments. You’ll need to guide the team in making commitments that have the highest possible impact.
• Following through on a few high-impact commitments is far more important than making a lot of commitments. You want a team to do a few things with excellence, not a lot of things with mediocrity.
• All commitments made in a WIG session are personal responsibilities. You’re not committing other people to do things, you’re committing to things you will do. Although you’ll be working with others, commit to be accountable only for that part of the effort you can be personally responsible for.
• Make only those commitments that can be completed within the coming week so that accountability can be maintained.
• If it’s a multiweek initiative, commit only to what you can do this coming week.
• Weekly commitments create a sense of urgency that helps you stay focused when your whirlwind is raging.
• You can’t hold people accountable for vague commitments. Commit to exactly what you will do, when you will do it, and what you expect the outcome will be.
• If the real impact of your commitment is too far in the future, it won’t help to build the weekly rhythm of winning.
• Even a high-impact commitment, if repeated week after week, becomes routine. You should always be looking for new and better ways to move the lead measures.
• The team must fulfill their commitments regardless of their day-to-day whirlwind. When a team member fails to keep a commitment, you face the moment that matters most.
• Something urgent always comes up, it’s in the nature of the ever-present whirlwind. If you let the whirlwind overwhelm your commitments, you’ll never invest the energy needed to progress.
• The execution discipline starts and ends with keeping your WIG session commitments.
• Susan: «Jeff, I know you want to help us follow through. Can we count on you to catch up next week, by fulfilling last week’s commitment as well as the one you were planning on making for next week?».
• A rule of thumb: sessions shouldn’t run more than twenty to thirty minutes. Take too long and the session risks turning into a whirlwind meeting.
• You can’t hold a WIG session without the scoreboard. Update the scoreboard before the session and make sure it’s present.
• If you agree to clear the path for someone, it becomes one of your commitments for the week and requires the same follow-through as any other commitment.
• A crisis is actually a catalyst for change.
• Corporate America is all about asking people to perform to achieve somebody else’s goals. Achieving a corporate budget will never be as important as achieving goals that you set for yourself and keeping commitments than you made for yourself.
• The WIG session doesn’t just identify the people that are doing exceptionally well; it also identifies the people who are not showing up for the meetings and who are not making their commitments. These are people that are holding you back, the ones who are keeping you from reaching your goals.
• Out of a hundred employees, somebody will be an artist.
• J. Willard Marriott believed that if you take care of your employees, they will take care of your guests, and the guests will come back.
• It’s harder to implement the 4 Disciplines in an organization that’s already very successful. When you have an organization that’s been really successful for many years, it’s harder for them to see why they should try something new.
• Even leaders who are passionate and committed need the extra pressure of accountability to help them stay focused when their whirlwind is raging.
• The 4 Disciplines can take even a very strong culture to an even higher level.
• Look for every opportunity to celebrate a success, no matter how small.
• The highest-level WIG for your organization is not your mission statement. It’s also not your vision, nor does it often represent your entire organizational strategy. It’s a point of laser focus; one to which you will give a disproportionate amount of energy because it requires a change in human behavior.
• If you’re like most organizations, you have a defined mission or purpose statement that clarifies why you exist. Once the mission is defined, many leaders articulate what success will look like at some point, usually five or more years, in the future. This is your vision. Both your mission and your vision are aspirational, meaning they are statements or ideas of what you want the organization to become. You then create a strategy to map out how your vision will become a reality.
• The metaphor of wars and battles is helpful for several reasons: First, you should ideally fight only one war at a time; second, all lower-level WIGs (battles) must be aimed at winning the war rather than at any other objective; and third, you isolate those WIGs that are most essential for success.
• The key principle of leverage: The lever must move a lot for the rock to move a little.
• The greatest challenge is not in developing the plan: It’s is changing the behavior of the front-line teams that must execute it while managing the never-ceasing demands of the whirlwind.
• When you are learning something that you know you will ultimately have to teach, you truly learn it. In fact, the most powerful way to learn anything is to teach it to others.
• We have found that designating an internal 4DX coach makes a big difference in the success of the installation. Like a mechanic, the coach does two things. First, the coach helps with repairs on operational breakdowns. The coach guides leaders who encounter difficult resisters, need counsel on the quality of lead measures, or could use help in establishing a cadence of accountability. Also, the coach helps with preventive maintenance, ensuring that the teams adhere to the process and identifying early warning signs of a team that is falling prey to the whirlwind.
• In our experience, every highly successful 4DX implementation has been supported by an effective coach.
• If the most senior leader is not fully committed to 4DX, the organization will never fully commit. We are not necessarily referring to the CEO but to the most senior leader responsible for the initiative.
• A useful guide is to certify the lowest level of full-time leadership above the front line.
• The two main mistakes leaders make in this process are a lack of participation and a lack of patience.
• Teams often face three challenges: performing consistently on lead measures, keeping the scoreboard current, and attending WIG sessions regularly.
• One of our clients: «Leaders do not get paid for what leaders do. Leaders get paid for what they can get others to do».
• A WIG is like a strategic bet. When you set a WIG, you’re betting on a new product or service, or a new approach to a problem. And then you make an execution bet in all confidence that the strategic bet will pay off. Of course, it should be an educated bet, but it is still a bet.
• It’s dangerous to change a lead measure too quickly. Most teams begin looking for a new lead measure when they reach a plateau on the scoreboard.
• The purpose of a compensation system should not be to get the right behaviors from the wrong people, but to reward the right people in the first place, and to keep them there. Pay for performance on WIGs works fine, as long as you have the right people on the team.
• Don’t accept a commitment from the whirlwind.
• Salespeople especially need the structure 4DX provides. The process gets sales teams sharing insights into what works.
• Change is hard.
• Do you think 4DX would work in my personal life? Absolutely. It’s a profound methodology for achieving any goal of any kind.
• Whenever you set a personal goal, your chances for success go way up as soon as you involve others in your goal and have them hold you accountable.
• So many of the wildly important things in our lives never get the attention we should give them because they aren’t urgent.
• According to Dr. Ray Levey, founder of the Global Medical Forum, 80 percent of our health-care budget is consumed by five behavioral issues: smoking, drinking, overeating, stress, and not enough exercise. Even after life-threatening heart attacks and strokes, people generally don’t change their behavior.
• We think the principles in this book can help you to achieve any great purpose you have in mind.
• 4DX gives you knowledge and skills to do something far more important in the long run, to reignite the passion of your team, to bring focus and discipline to their efforts, and ultimately, to help them see that they are winners.

Have you read this book? Any other similar book? Do you have anything to say about what this book is saying? Do you recommend any book related to this matter? Anything at all? I’ll be glad to know what you think about it in the comments.

Some related links:

• Blogs: 1, 2, 3, 4, 5, 6, 7, 8, 9 & 10.
• Official site.
• Forbes.
• Goodreads.

Some related books:

• Indistractable by Nir Eyal with Julie Li.
• Atomic habits by James Clear.
• Measure what matters by John Doerr.
• Built to last by Jim Collins & Jerry I. Porras.
• The power of habit by Charles Duhigg.
• El juego interior del trabajo de W. Timothy Gallwey.
• Ask a manager by Alison Green.
• Compromiso de Enrique Martínez Lozano.
• Mindset by Carol S. Dweck, Ph.D..
• Trabajar sin sufrir de María Jesús Álava Reyes.

raul