The 4 Disciplines of Execution Quotes

“As legendary Harvard marketing professor Theodore Levitt put it, “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“If you’re not keeping score, you’re just practicing.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, unapologetically—to say no to other things. And the way you do that is by having a bigger ‘yes’ burning inside.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“there will always be more good ideas than you and your teams have the capacity to execute.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“In our culture of multitasking, according to Professor Clifford Nass of Stanford University, “The neural circuits devoted to scanning, skimming, and multitasking are expanding and strengthening, while those used for reading and thinking deeply, with sustained concentration, are weakening or eroding.”5”
― Sean Covey, The 4 Disciplines of Execution: Revised and Updated: Achieving Your Wildly Important Goals

“In fact, in our initial surveys we learned that only one employee in seven could name even one of their organization’s most important goals. That’s right—15 percent could not name even one of the top three goals their leaders had identified. The other 85 percent named what they thought was the goal, but it often didn’t remotely resemble what their leaders had said.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“you might find it hard to let go of a lot of good goals until you start serving a greater goal.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“once you’ve decided what to do, your biggest challenge is in getting people to execute it at the level of excellence you need.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“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.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“People who try to push many goals at once usually wind up doing a mediocre job on all of them. You can ignore the principle of focus, but it won’t ignore you.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“Basically, the more you try to do, the less you actually accomplish. This is a stark, inescapable principle that we all live with.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“only one employee in seven could name even one of their organization’s most important goals.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“Habitual multitaskers may be sacrificing performance on the primary task. They are suckers for irrelevancy.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“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.”
― Chris McChesney, The 4 Disciplines of Execution: Revised and Updated: Achieving Your Wildly Important Goals

“In our culture of multitasking, according to Professor Clifford Nass of Stanford University, “The neural circuits devoted to scanning, skimming, and multitasking are expanding and strengthening, while those used for reading and thinking deeply, with sustained concentration, are weakening or eroding.”
― Sean Covey, The 4 Disciplines of Execution: Revised and Updated: Achieving Your Wildly Important Goals

“Visibility drives accountability.”
― Chris McChesney, Sean Covey, Jim Huling, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“The problem is not the absence of data; the problem is too much of it, and little sense of what data is most important.”
― Chris McChesney, Sean Covey, Jim Huling, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“Results drive engagement. This is particularly true when the team can see the direct impact their actions have on the results.”
― Chris McChesney, Sean Covey, Jim Huling, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“WIG sessions provide an opportunity to celebrate progress, reenlist the energies of the team, and reengage everyone.”
― Chris McChesney, Sean Covey, Jim Huling, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“The snapshots represent the characteristics and practices of successful companies at a specific point in time, not those of struggling ones; or of executives who perform better than others at the time of the snapshot. Explicitly or implicitly, they then assert that if you want to perform as well as the best-performing ones, you should copy what the best companies and the best executives do. My colleagues and I have eschewed the profession”
― Sean Covey, The 4 Disciplines of Execution: Revised and Updated: Achieving Your Wildly Important Goals

“begin by asking, “If every other aspect of our team’s performance remained at its current level, what is the one area where significant improvement would have the greatest impact?”
― Sean Covey, The 4 Disciplines of Execution: Revised and Updated: Achieving Your Wildly Important Goals

“W. Edwards Deming, the father of the quality movement, taught that any time the majority of the people behave a particular way the majority of the time, the people are not the problem.”
― Sean Covey, 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“THE WHIRLWIND”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“primera línea, aquellos que conforman la base de la pirámide”
― Sean Covey, Las 4 disciplinas de la ejecución

“entre”
― Sean Covey, Las 4 disciplinas de la ejecución

“Your chances of achieving 2 or 3 goals with excellence are high, but the more goals you try to juggle at once, the less likely you will be to reach them.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“People play differently when they are keeping score. It’s not about you keeping score for them. Discipline 3 is the discipline of engagement. In principle, the highest level of performance always comes 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.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“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.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“A good lead measure has two basic characteristics: It’s predictive of achieving the goal and it can be influenced by the team members. To”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“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. Revenue, profit, market share, and customer satisfaction are all lag measures, meaning that when you receive them, the performance that drove them is already in the past.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals