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The Four Disciplines Of Execution
Focus on the Critical
In business, survival depends on meeting objectives. Most failures in organizations today are not the result of a lack of smarts, they are caused by a lack of execution -- things just don't get done. Defining a clear strategy and setting goals is one thing, sticking to strategy and meeting those goals is quite another. The 4 Disciplines of Execution teaches how to focus on your top priorities and get the critical things accomplished. Whether you are a member of a team, lead a team, or lead an entire organization, this workshop will equip you to deliver on your top priorities consistently.
What You'll Learn
Four universal business disciplines that deliver results again and again:
a. Focus on the Wildly Important
b. Create a Compelling Scoreboard
c. Translate Lofty Goals into Specific Actions
d. Hold Each Other Accountable -- All of the Time
Each discipline includes a business principle, old thinking, new thinking, and a metaphor that further clarifies the learning. A bonus section, "Implementing the Disciplines," supported by a special resource CD, gives critical information about activating the power of the 4 Disciplines in your organization.
4 pages, Audio CD
First published May 25, 2004
90 people are currently reading
3106 people want to read
About the author
Stephen R. Covey
641 books6,264 followersLibrarian Note: There is more than one author by this name in the Goodreads database.
Stephen Richards Covey was an American educator, author, businessman, and speaker. His most popular book is The 7 Habits of Highly Effective People. His other books include First Things First, Principle-Centered Leadership, The 7 Habits of Highly Effective Families, The 8th Habit, and The Leader In Me: How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time. In 1996, Time magazine named him one of the 25 most influential people. He was a professor at the Jon M. Huntsman School of Business at Utah State University (USU) at the time of his death.
Stephen Richards Covey was an American educator, author, businessman, and speaker. His most popular book is The 7 Habits of Highly Effective People. His other books include First Things First, Principle-Centered Leadership, The 7 Habits of Highly Effective Families, The 8th Habit, and The Leader In Me: How Schools and Parents Around the World Are Inspiring Greatness, One Child at a Time. In 1996, Time magazine named him one of the 25 most influential people. He was a professor at the Jon M. Huntsman School of Business at Utah State University (USU) at the time of his death.
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Displaying 1 - 30 of 65 reviews
February 3, 2023
When you work for a successful organization you often take that success for granted, but when you work for an organization where success seems like coincidental luck and nothing seems to lead to the desired results, you have to start to question just what is going wrong. This quick listen talks about the simple but necessary concepts that are generally overlooked when trying to achieve a goal or bring about change.
Leaders often spend a great deal of time on strategic planning, but fail to consider just how to implement and execute their plans to improve and achieve the results. This shortcoming is due to the fact that there is no education in execution only in planning. Additionally, strategic planning yields simple ideas that we try to put forth in complex environments. But by focusing on and aligning individuals with priorities, ensuring that people know the goal and how to achieve it, keeping score to stay on track for success, and holding people accountable for results and progress, the results can be influenced for favorable outcomes.
While this is already a quick overview, for those short on time or just looking for key concepts to ponder over for themselves, the theoretical base is offered in the first five minutes. Those well-placed key words were enough to get me thinking and agreeing that the desired end result is attainable when all steps in the process are planned for and executed.
I know several managers/leaders I'd like to recommend this to.
Leaders often spend a great deal of time on strategic planning, but fail to consider just how to implement and execute their plans to improve and achieve the results. This shortcoming is due to the fact that there is no education in execution only in planning. Additionally, strategic planning yields simple ideas that we try to put forth in complex environments. But by focusing on and aligning individuals with priorities, ensuring that people know the goal and how to achieve it, keeping score to stay on track for success, and holding people accountable for results and progress, the results can be influenced for favorable outcomes.
While this is already a quick overview, for those short on time or just looking for key concepts to ponder over for themselves, the theoretical base is offered in the first five minutes. Those well-placed key words were enough to get me thinking and agreeing that the desired end result is attainable when all steps in the process are planned for and executed.
I know several managers/leaders I'd like to recommend this to.
September 24, 2013
I enjoyed this book a lot and almost gave it five stars. It's a very solid practical guide to achieving change and best performance in a team or company. The key insight is to pick a small number of changes (1-3) and focus exclusively on them with a disciplined process that sits clearly outside the whirlwind of everyday execution.
The four disciplines are:
- Focus on the wildly important (focus)
- Act on the lead measures (leverage)
- Keep a compelling scoreboard (engagement)
- Create a cadence of accountability (accountablity)
Together they bring clarity, focus on the right areas, engagement and no space to hide.
The four disciplines are:
- Focus on the wildly important (focus)
- Act on the lead measures (leverage)
- Keep a compelling scoreboard (engagement)
- Create a cadence of accountability (accountablity)
Together they bring clarity, focus on the right areas, engagement and no space to hide.
January 24, 2020
While this book has insanely good ideas and practical tips on measurement and goal setting across teams. It's written so verbosely and with so many examples it really defeats the point.
I think if I was to recomend this book it would be read the first 2 sections and ignore the 3rd
1. Overview of the 4 Disiplines
2. How to install them (even skim read)
I think if I was to recomend this book it would be read the first 2 sections and ignore the 3rd
1. Overview of the 4 Disiplines
2. How to install them (even skim read)
July 12, 2019
This seminar is relevant to any professional, even if they are a freelancer and part of a team of one. I definitely recommend implementing these disciplines.
Read
July 17, 2025Kind of boring - but really helpful in understanding how to execute goals and get results. So much workplace hoopla focuses on SETTING goals - then hoping for the best. This book shows you how to monitor progress and not be surprised by the final outcome.
August 1, 2015
It might just be me, but it seems like the last three or four books on management I have read are not much more than an extended marketing tool designed to monetize other services the authors offer. The influence of website marketing is all over these books, and the results have generally been incredibly dissatisfying as the book often turns into a one or two hundred page brochure for consulting services. The Four Disciplines of Execution suffers from some of this marketing strategy, particularly the second half of the book where case studies praising 4DX and instructions on how to use their website take up a lot of space. However, the authors have sufficiently grasped the concept of overselling content to make the book a value in itself, and the marketing of their website and consulting services becomes only a minor annoyance instead of an impediment to understanding the management strategy they have constructed.
The premise of the Four Disciplines of Execution is that a lot of management theory is just that, theory. Management books and consultants spend a lot of time on planning and on results but very little time on the nuts and bolts of how to implement a strategy. The book attempts to answer the how of implementation through a simple four step process of 1) establishing quantifiable goals with clear end-dates; 2) identifying measures/indicators that if executed well will achieve the goal; 3) hold people accountable for a weekly act that will contribute to the measure first and the goal second; 4) score the action. They build a nomenclature around this process (WIGS=Goals, Lead Measures=indicators; Cadence of Accountability=weekly acts; Scoreboard=keeping score). This all feels like common sense; anyone who has played a sport probably understands much of this intuitively; and I have honestly experienced similar strategies in well run companies. However, the practice is certainly not universal to every company or every team. And, more importantly, it functions as a useful manager’s road map for achieving the right outcomes.
Overall, the book succeeds where others fail. It provides more than just an extended sales pitch for the consulting work of the authors. It gives some good case studies for implementation. And it explains the rationale for each of the four disciplines in a thorough and straightforward manner. I enjoyed the reading this, I learned some things, and I am implementing the suggested strategies. I don’t think higher praise can be given to a management book.
The premise of the Four Disciplines of Execution is that a lot of management theory is just that, theory. Management books and consultants spend a lot of time on planning and on results but very little time on the nuts and bolts of how to implement a strategy. The book attempts to answer the how of implementation through a simple four step process of 1) establishing quantifiable goals with clear end-dates; 2) identifying measures/indicators that if executed well will achieve the goal; 3) hold people accountable for a weekly act that will contribute to the measure first and the goal second; 4) score the action. They build a nomenclature around this process (WIGS=Goals, Lead Measures=indicators; Cadence of Accountability=weekly acts; Scoreboard=keeping score). This all feels like common sense; anyone who has played a sport probably understands much of this intuitively; and I have honestly experienced similar strategies in well run companies. However, the practice is certainly not universal to every company or every team. And, more importantly, it functions as a useful manager’s road map for achieving the right outcomes.
Overall, the book succeeds where others fail. It provides more than just an extended sales pitch for the consulting work of the authors. It gives some good case studies for implementation. And it explains the rationale for each of the four disciplines in a thorough and straightforward manner. I enjoyed the reading this, I learned some things, and I am implementing the suggested strategies. I don’t think higher praise can be given to a management book.
October 7, 2015
I enjoyed this and was inspired to get a little more focused with my goals (no more than 2 at a time) and deal with the daily "whirlwind."
July 6, 2013
Simple easy but lacks some skill of delivering Summaries
April 24, 2020
Blinkist
Learn how to put your plans into practice.
Getting people to change is the real challenge of executing strategic goals.
Focusing on specific, wildly important goals is the first discipline of execution.
The second discipline of execution: meet your goals by choosing measures that reflect current behavior.
Motivate your team by keeping score of their performance: the third discipline of execution.
The fourth discipline of execution is establishing a culture of accountability.
Follow a step-by-step process to implement wildly important goals and identify useful predictive measures.
Follow through on introducing a scoreboard and creating a cycle of accountability.
Follow a six-step process to involve all departments in the Four Disciplines model.
First, clearly define your overall primary WIG.
Next, involve the team leaders: Each department head should define one individual WIG (and appropriate lead measures) that aligns with the overall WIG. As the institution leader, you can veto certain goals that seem incompatible with the organization’s broader goals, but make sure each manager has the freedom to choose her own WIG. Otherwise, you won’t get the level of engagement that you’re looking for.
Third, sit down with the team leaders to teach them about the Four Disciplines model. After all, they’ll need to execute this process within their own departments!
After that, each team leader goes ahead and launches the process with her own team. They should also ask for feedback and get their department’s approval for moving forward on the WIGs and lead measures.
In the fifth step, individual teams work on perfecting the method. Ideally, department heads should get additional coaching on the process for a period of at least three months.
And, finally, wrap it all up by setting up quarterly meetings with all the team leaders to discuss the progress you’re making together as an organization.
The key message:
Executing strategic goals requires changing people’s behavior in the midst of a whirlwind of urgent daily tasks. But to execute their vision across the organization, company leaders should focus on just one or two strategic goals and useful key measures.
Actionable advice:
Choose a goal that will impact your performance.
When you are choosing a wildly important goal, consider two sources: things within the whirlwind and things outside it. A wildly important goal from the whirlwind could be something that needs fixing as soon as possible or something your team already excels at and needs to use as leverage. Outside the whirlwind, you can usually choose among things that offer you the chance to gain strategic advantage, like including new product features.
Learn how to put your plans into practice.
Getting people to change is the real challenge of executing strategic goals.
Focusing on specific, wildly important goals is the first discipline of execution.
The second discipline of execution: meet your goals by choosing measures that reflect current behavior.
Motivate your team by keeping score of their performance: the third discipline of execution.
The fourth discipline of execution is establishing a culture of accountability.
Follow a step-by-step process to implement wildly important goals and identify useful predictive measures.
Follow through on introducing a scoreboard and creating a cycle of accountability.
Follow a six-step process to involve all departments in the Four Disciplines model.
First, clearly define your overall primary WIG.
Next, involve the team leaders: Each department head should define one individual WIG (and appropriate lead measures) that aligns with the overall WIG. As the institution leader, you can veto certain goals that seem incompatible with the organization’s broader goals, but make sure each manager has the freedom to choose her own WIG. Otherwise, you won’t get the level of engagement that you’re looking for.
Third, sit down with the team leaders to teach them about the Four Disciplines model. After all, they’ll need to execute this process within their own departments!
After that, each team leader goes ahead and launches the process with her own team. They should also ask for feedback and get their department’s approval for moving forward on the WIGs and lead measures.
In the fifth step, individual teams work on perfecting the method. Ideally, department heads should get additional coaching on the process for a period of at least three months.
And, finally, wrap it all up by setting up quarterly meetings with all the team leaders to discuss the progress you’re making together as an organization.
The key message:
Executing strategic goals requires changing people’s behavior in the midst of a whirlwind of urgent daily tasks. But to execute their vision across the organization, company leaders should focus on just one or two strategic goals and useful key measures.
Actionable advice:
Choose a goal that will impact your performance.
When you are choosing a wildly important goal, consider two sources: things within the whirlwind and things outside it. A wildly important goal from the whirlwind could be something that needs fixing as soon as possible or something your team already excels at and needs to use as leverage. Outside the whirlwind, you can usually choose among things that offer you the chance to gain strategic advantage, like including new product features.
This entire review has been hidden because of spoilers.
April 2, 2020
I really enjoyed this book and am highly appreciative of the framework it provides. The only reason I didn't give it all 5 stars is that while the book provides countless examples of applying the framework for different types of teams, companies, and large organizations, it essentially ignores the solo entrepreneur, freelancer, or individual who could certainly benefit from the same custom examples that are provided for teams and organizations. Might be worth an update considering how the workforce now encompasses more working individuals.
March 16, 2020
Pretty good book. No arguing with the value of the 4 Disciplines presented. However, I found myself thinking that the four Disciplines presented in this book essentially were "Scrum Lite". If you're familiar with OKRs and Scrum, none of this will be new, but is helpful for orgs not operating in fully dedicated cross functional teams.
There was a decent amount of filler in this book (i.e. A whole section on how to use their website) which makes this a quicker read than the 300 pages suggests.
There was a decent amount of filler in this book (i.e. A whole section on how to use their website) which makes this a quicker read than the 300 pages suggests.
June 4, 2022
Excellent book. The biggest takeaway for me was in the area of creating and executing on goals. Setting the right goals. Setting quantifiable goals and a systematic way to accomplish those goals.
There was some redundancy as there tend to be in books of this nature, but if you get through it the payoff is worth it.
There was some redundancy as there tend to be in books of this nature, but if you get through it the payoff is worth it.
November 4, 2019
Covey and team did a great job with this book. It is rich in detail, research, and explanation. It is clearly the culmination of much blood, sweat, and tears. I love management books that are equal parts theory and practicality, and this is both. A must-read for any team leader and manager.
May 30, 2024
Simple and very practical. Wish I knew about this book earlier. I was already using many of the principles from few other authors but this made it all tie perfectly in one consistent system of KPI tracking, employee management and transparency regarding employee efficiency.
June 4, 2024
Like most strategy books of the type, rather simple guidelines established by authors that make a lot more money by selling training and consulting services than by selling books.
Also a little too much "corporate america", not sure how it would fly in Europe
Also a little too much "corporate america", not sure how it would fly in Europe
November 23, 2017
Excellent book on helping you achieve your most important goals in business and how to align your team to be successful.
March 29, 2018
Mermorizing. Simple but effective - this is what my organisation has been missing.
Takes a bit to get going but otherwise amazing.
Takes a bit to get going but otherwise amazing.
August 29, 2018
Truly first rate and practical tool to learn focus and how to get stuff done. Highly recommended.
October 28, 2018
Among the better business books I've read:
Focus on the Wildly Important.
Act on the Lead Measures.
Keep a Compelling Scoreboard.
Create a Cadence of Accountability.
Focus on the Wildly Important.
Act on the Lead Measures.
Keep a Compelling Scoreboard.
Create a Cadence of Accountability.
November 17, 2018
One of my favorite reads this year. I have to admit I haven’t implemented all of the things in the book in my new role, but it might be time to reread my highlights and put into a system
December 2, 2018
Great book to help you plan and achieve your goals or the goals of your team.
December 21, 2018
If your team/business is struggling with a goal to execute. This is the perfect book for you.
January 12, 2019
This is a must read business book that had a big impact on how I track goals and their progress with my team.
March 12, 2019
AMAZING
May 11, 2019
Good book but kind of repetitive. Could use more case studies.
July 7, 2019
Brilliant audiobook. If you're a company, this lucidly explains the different steps you need to take, to take your company's ideas from plan to finished product.
July 9, 2019
Useful structure and framework for execution
August 18, 2019
Wig goals!!!! Love this book!!!
October 25, 2020
The How to's of Discipline and Execution.
April 17, 2021
I always find these books could have been an article. I found the first chapter the most useful. Summary: focus on 1/2 goals, measure progress and adapt accordingly, keep scorecard, accountability.
Displaying 1 - 30 of 65 reviews