Leading Through the 5 Stages of Change

In yesterday’s post, I interviewed Jim Huling about the disciplines of execution.  The concepts in the The 4 Disciplines of Execution were so fascinating, we continued the conversation.

 

5 Stages of Changing Behavior

Much of leadership is influencing people to change.  You talk about the five stages of changing human behavior.  Would you explain these and is there one stage more difficult to move through than the others?

Because changing human behavior is such a big job, many leaders face challenges when first installing 4DX.  In fact, we’ve found that most teams go through five distinct stages of behavior change.

Stage 1: Getting Clear – The leader and the team commit to a new level of performance. They are oriented to 4DX and develop crystal-clear WIGs (wildly important goals), lag and lead measures, and a compelling scoreboard. They commit to regular WIG sessions. Although you can naturally expect varying levels of commitment, team members will be more motivated if they are closely involved in the 4DX work session.

Stage 2: Launch – Now the team is at the starting line. Whether you hold a formal kickoff meeting, or gather your team in a brief huddle, you launch the team into action on the WIG. But just as a rocket requires tremendous, highly focused energy to escape the earth’s gravity, the team needs intense involvement from the leader at this point of launch.

5 Stages of Behavior Change

  1. Getting Clear
  2. Launch
  3. Adoption
  4. Optimization
  5. Habits

Stage 3: Adoption – Team members adopt the 4DX process, and new behaviors drive the achievement of the WIG. You can expect resistance to fade and enthusiasm to increase as 4DX begins to work for them. They become accountable to each other for the new level of performance despite the demands of the whirlwind.

Stage 4: Optimization – At this stage, the team shifts to a 4DX mindset. You can expect them to become more purposeful and more engaged in their work as they produce results that make a difference. They will start looking for ways to optimize their performance—they now know what “playing to win” feels like.

Master the 4 Disciplines of Execution

4 Disciplines of Execution

In every business, strategy is vital for success.  It charts the course and sets 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.  The daily activities of the organization starve the strategic goal.  In The 4 Disciplines of Execution, a terrific new book, authors Chris McChesney, Sean Covey and Jim Huling explain how learning four disciplines can help produce breakthrough results.

And these same concepts can be applied to achieve your personal goals.

After reading the book, I followed up with author Jim Huling to delve into the material.

Jim, for those who aren’t familiar with the four disciplines, would you walk us through them quickly?

  • Discipline 1: The discipline of focus.  Extraordinary results can only be achieved when you are clear about what matters most.  As simple as this principle may sound, few leaders ever master it.  4DX teaches why focus is so critical and how to overcome your biggest source of resistance.
  • Discipline 2: The discipline of leverage.  With unlimited time and resources, you could accomplish anything.  Unfortunately, your challenge is usually the opposite: accomplish more with less.  4DX shows leaders where they can find real leverage and how to use it to produce extraordinary results.
  • Discipline 3: The discipline of engagement.   You have the authority to make things happen, but you want more than that – you want the performance that only passion and engagement can produce.  4DX enables leaders to rise from authority-driven compliance to passion-driven commitment in themselves and the people they lead.
  • Discipline 4: The discipline of accountability.  No matter how brilliant your plan or how important your goal, nothing will happen until you follow through with consistent action.  4DX brings the practices that drive accountability and follow through, despite a whirlwind of competing priorities.

Harvard’s Cynthia Montgomery Asks: Are You A Strategist?

Photo by Konstantin Lazorkin on flickr.

Cynthia Montgomery’s new book, The Strategist, will challenge you to rethink your approach to business strategy.  For over twenty years Professor Montgomery has taught at Harvard Business School.  For six of those years she led the strategy track at Harvard Business School’s executive program for owner-managers, personally helping business leaders around the world with strategy formation.  Her experience is that rare blend of the academic with the practical, and her new book offers business leaders the benefit of her extensive experience.

Every year, I read numerous business books and can say that this is one that won’t be relegated to a shelf.  It’s a blueprint, a guide to leading your company with greater success.  Nothing is spared, and you will question not only your company strategy but also your personal leadership of the strategic process.  See if you can answer with clarity the following questions:

Are you a strategist?

Why does your company matter?

Are you the leader your business needs?

Is your strategy filled with generic statements and empty clichés?

Do you know where your company is going and why?

After reading the book, I was personally challenged to rethink strategy.  I recently had the opportunity to ask Cynthia about her work and her vast experience in strategy formulation and leadership.

7 Triggers That Can Transform Your Business

Image courtesy of istockphoto/RomanOkopny

Daniel Burrus is a world renowned business strategist, futurist and technology forecaster.  He is the CEO and founder of Burrus Research, a firm that helps spot trends for clients to take advantage of coming market forces.  His latest book Flash Foresight is a New York Times and Wall Street Journal bestseller.

In his book, he outlines seven principles of transformation including:

1. Start with certainty

2. Anticipate

3. Transform

4. Take your biggest problem—and skip it

5. Go opposite

6. Redefine and reinvent

7. Direct your future

You provide seven triggers for users to pursue to create their own flash foresights. What’s the history of the development of these triggers?  Which came first?  Did you end up discarding or merging other potential triggers?

Macaroni and Cheese With a Side of Leadership

The Scene:

The restaurant is buzzing with conversation.  The clinking of glasses and silverware can be heard above the laughter.  Scents of barbeque and aromatic flavors permeate the room.  Enter a man who moves from table to table, quietly filling the water glasses.

Restaurant Attendant (smiling):  “You like the mac and cheese?”

You (eyes wide open): “Are you kidding?  I didn’t even know you could do this with macaroni and cheese!  Fantastic.”

 

Attendant: “That macaroni is handmade for us by the Martelli family in Tuscany.  Just what we wanted.  The two-year-old Vermont cheddar cheese is caramelized.  We thought the combination was perfect.”

You, thinking, but not saying aloud, “Who is this guy? What type of water boy knows this stuff?”

Attendant, interrupting your thoughts: “Do you want some more bread?  You’re eating the Roadhouse bread, but you may also want to try the Irish Brown Soda bread tonight.”

You: “Is it as good as what we’re eating now?”

Attendant: “Depends on your taste, but it’s good.  We source the oatmeal from the Creedon family, the same family who makes our Irish stone ground oatmeal.  It makes the flavor and texture.  I’ll be right back with some for you to taste.  Oh, and I’d love to give you a taste of our barbeque tonight.”

You (turning to me, shrugging as he leaves):  “Who is THAT?”

Me: “That, my friend, is Ari, the most unusual water boy you will ever meet.  He’s the owner!”

You (feigned choking):  “The owner?!”

It’s true.  Ari Weinzweig is one of the restaurant owners, but he also fills water glasses at the restaurant.  Yes, you read that right.  As a partner in a multi-million dollar conglomerate, he personally walks around filling water glasses in order to stay close to the customers.

Ah, Zingerman’s.