WILDLY IMPORTANT GOALS SUCCEEDING IN YOUR ROLE AND AS A WHOLE MAIN CONCEPTS ADAPTED FROM “THE 4 DISCIPLINES OF EXECUTION” BY CHRIS MCCHESNEY, SEAN COVEY, JIM HULING Let’s Brainstorm Our with staff memes! WORKBOOK CREATED DECEMBER 2023
INDIVIDUAL LEADERSHIP STAY IN MY BUBBLE DO MY BEST I WILL CONTRIBUTE TO POSITIVE SOLUTIONS BE SOMEONE WHO WOULD INSPIRE YOU COUNT-ON-ABLE BE PROACTIVE I WILL PROVIDE A SAFE SPACE FOR PATIENTS & MY TEAM SUPPORT MY TEAM REMEMBER TO GIVE GRACE BE EMPATHETIC EXECUTIVE PRESENCE BE CURIOUS PROTECT OUR INTEGRITY I WILL BE
let’s get our wig on! TABLE OF CONTENTS INTRODUCTION terminology introduction what is 4DX? - a comprehensive summary what is 4DX? - short & sweet summary PAGE 1 - 3 PAGE 4 - 5 page 6 STEP 1 - CREATE THE LAG MEASURE INTRO WORKSHEET 1 - BRAINSTORMING WORKSHEET 2 - CREATING THE LAG MEASURE WORKSHEET 3 - QUALITY CHECKING YOUR LAG MEASURE page 7-8 PAGE 9 PAGE 10 PAGE 11 STEP 2 - CREATE THE LEAD MEASURES INTRO WORKSHEET 4 - BRAINSTORMING DEPT WIGS WORKSHEET 5 - CREATING THE LEAD MEASURE WORKSHEET 6 - QUALITY CHECKING YOUR LEAD MEASURE PAGE 12 PAGE 13 PAGE 14 PAGE 15 STEP 3 - CREATE A COMPELLING SCOREBOARD STEP 4 - CREATE A ROUTINE OF ACCOUNTABILITY INTRO WORKSHEET 8 - ACCOUNTABILITY/SELF REFLECTING SURVEY MEANING BEHIND CREATING AN ACCOUNTABILITY ROUTINE WORKSHEET 9 - QUALITY CHECKING YOUR LEAD MEASUR PAGE 18 PAGE 19 PAGE 20 PAGE 21 HOW TO CREATE AN AWESOME SCOREBOARD WORKSHEET 7 - BRAINSTORM SOME SCOREBOARDS! PAGE 16 PAGE 17 EXAMPLES IF NEEDED PAGE 22-24
WIG PRACTICE WIG LAG MEASURE AN ACRONYM FOR A “WILDLY IMPORTANT GOAL” IN GENERAL EVERYONE’S OVERALL SHARED GOAL DEPT WIG SPECIFIC GOALS THAT INFLUENCE THE LAG MEASURE IN A POSTIVE WAY EVERYONE’S OVERALL SHARED GOAL LEAD MEASURE LAG... LEAD... WIG... DEPT WIG?! SO MANY TERMS, WHAT’S WHAT? LET’S BREAK IT DOWN! AKA SPECIFIC GOALS THAT INFLUENCE THE LAG MEASURE IN A POSTIVE WAY AKA LAG = SLOW TAKES TIME TO ACHIEVE (OURS IS USUALLY 1 YEAR) = A GOAL THAT REQUIRES TIME & THE WHOLE TEAM LEAD = FAST CAN BE ACHIEVED MUCH FASTER THAN THE LAG MEASURE. USUALLY WITHIN A QUARTER (3 MONTHS) example: “to increase my weight from 180 lbs to 200 lbs by 12/31/2024” example: ‘to increase the amount I exercise from once a week to 3 times a week by 3/30/24” T E R M I N O L O G Y I N T R O D U C T I O N 1
YOUR GOAL AKA LIFTING THE ROCK YOUR EFFORTS SHOULD HAVE A DIRECT IMPACT ON WHETHER THAT ROCK GETS LIFTED OR NOT LEVERAGE = PUSHING STICK DOWN OTHER DEPTS COMPLETING THEIR WIGS AKA NEEDED SUPPORT YOU YOUR A D K E A PT WIG R LEAD MEASURE T A HE WIG KA THE LAG MEASURE YOU CANNOT DO IT ALONE! IF YOU HAD THE STICK BUT NO SUPPORT, YOU WOULD NOT BE ABLE TO LIFT THE ROCK UPWARDS. THE WHOLE TEAM COMPLETING THEIR DEPT WIGS HELPS MAKE THE LAG MEASURE HAPPEN. TEAMWORK INFLUENCEABLE ➜ PREDICTIVE ➜ INFLUENCEABLE ➜ PREDICTIVE ➜ VISUAL EXAMPLE #1: 4DX CONCEPT VISUAL EXAMPLE #2:4DX TERMINOLOGYT E R M I N O L O G Y I N T R O D U C T I O N 2
Successful individuals invest their best efforts in those few activities that have the most impact on the WIG’s. These are called the lead measures. Achieving your WIG is like trying to move a giant rock Its not a question of effort. Effort isn't enough. Lead measures act like a lever making it possible to move that huge rock. Ultimately the lead measures that you choose is your strategic bet that moving them will move the WIG. Ex. 1: while you can’t control how often you car breaks down on the road (a lag measure) you can certainly control how often you car receives routine maintenance (lead measure). Lag measures tell the result where lead measures foretell the result. Ex. 2: you can’t control what the scale says you weigh (lag measure) but you can control your diet and exercise regime (lead measure). Your diet and exercise is predictive of what the sales says. Its where all the leverage is! LAG tells you if you’ve achieved your goal LEAD tells you if you move in the right direction There is no point in checking your LAG result every day since you cannot influence it alone (but you should check LEAD metrics very often) there is no point to check your LEAD scores when the LAG measure deadline comes (because only LAG matters at that point) your scoreboard should show values of LEAD measures. And you should be obsessed with them every single day since you are influencing that outcome! T E R M I N O L O G Y I N T R O D U C T I O N 3 o hi y ’ all! FYI this entire workbook is dependent on you fully understanding the difference between a lag measure/practice wig and a lead measure/ dept wig. if you do not feel confident in your understanding, i would recommend reviewing the definitions & terminology pages before proceeding peace, steph :) terminology summary The main difference
1. Focus on the Wildly Important Goals (WIGs) The concept of WIGs, or wildly important goals, is rooted in the idea that not all goals are created equal. This means that some goals are simply more significant than others, and failing to achieve them can render other achievements inconsequential. WIGs provide focus and clarity by highlighting the most crucial objectives that an individual or organization should prioritize. By narrowing the scope to just a few key goals, WIGs help avoid the common pitfall of spreading resources too thinly across numerous objectives. The power of WIGs lies in their ability to inspire and align efforts towards a clear and impactful target. They serve as a compass, guiding actions and decisions to ensure that progress is made in the areas that truly matter. Whether in personal or professional contexts, adopting the WIGs approach can lead to increased productivity, improved performance, and ultimately, greater success. How to Implement WIGs Identify your organization's overarching objectives and then distill them into specific, measurable, achievable, relevant, and time-bound (SMART) goals. The key is to limit the number of WIGs to avoid diluting focus and resources. Why WIGs Matter In a world where multitasking is glorified, the discipline of focusing on a singular, wildly important goal can be revolutionary. It ensures that the organization's efforts are channeled toward what truly counts. 2. Act on the Lead Measures What It Means: Lead measures are crucial in driving the accomplishment of your Wildly Important Goals (WIGs) as they constitute the actionable steps that steer you towards success. Unlike lag measures, which serve as outcomes that can only be evaluated retrospectively, lead measures hold a predictive quality, allowing you to directly impact their outcomes. By focusing on these proactive and influential measures, you can effectively navigate your path towards achieving your goals. How to Implement Lead Measures Once the WIGs are set, identify the activities that will have the most impact on achieving them. These become your lead measures. For example, if your WIG is to increase customer satisfaction, a lead measure could be the response time to customer inquiries. Why Lead Measures Matter Focusing on lead measures allows for real-time adjustments to strategy. It's like steering a ship by watching the currents and winds, rather than looking at the wake. A SUMMARY OF THE FOUR DISCIPLINES OF 4DX BOOK 4 DISCIPLINES OF EXECUTION (4DX) FRAMEWORK: AN IMPLEMENTATION GUIDE after making WIGs, i can finally bethe founding father of my dreams! W H A T I S 4 D X ? - A C O M P R E H E N S I V E S U M M A R Y 4
3. Keep a Compelling Scoreboard What It Means: This discipline, which is firmly grounded in the fascinating psychology of engagement, delves deep into the understanding of how a compelling scoreboard can work wonders in transforming even the most ambitious goals into an exciting "game" that can be conquered, igniting a fire within team members and ensuring their active and enthusiastic participation throughout the entire process. How to Implement a Compelling Scoreboard Create a visual, simple, and compelling scoreboard that tracks the lead measures and displays them in real-time. This could be a digital dashboard or even a whiteboard. Why a Compelling Scoreboard Matters A scoreboard creates transparency and allows team members to know exactly where they stand at all times. This fosters a sense of ownership and urgency. 4. Create a Cadence of Accountability What It Means: This discipline ensures that the WIGs (Wildly Important Goals) and lead measures are consistently the focus of the team's efforts, enabling them to stay on track and work towards achieving the desired outcomes. It's about creating a rhythm of regular checkins and follow-ups, which play a pivotal role in holding every team member accountable for their individual responsibilities and contributions towards the overall objectives. By incorporating this routine, the team can effectively monitor progress, identify potential bottlenecks, and make necessary adjustments to ensure continuous improvement and success. How to Implement a Cadence of Accountability Hold brief, frequent meetings where each team member reports on their commitments, plans, and results regarding the lead measures. These meetings should be fast-paced and focused solely on moving toward the WIGs. Why a Cadence of Accountability Matters Without a regular rhythm of accountability, the day-to-day urgencies will overshadow the pursuit of the WIGs. This discipline ensures that the strategy stays front and center. 4 DISCIPLINES OF EXECUTION (4DX) FRAMEWORK: AN IMPLEMENTATION GUIDE A SUMMARY OF THE FOUR DISCIPLINES OF 4DX after making WIGs, i can finally bethe founding father of my dreams! W H A T I S 4 D X ? - A C O M P R E H E N S I V E S U M M A R Y 5
2. CREATE YOUR DEPT’S LEAD MEASURE OK SUMMARIZE 4DX FOR ME AGAIN PLS QUALITY CHECK IT CREATE YOUR LAG MEASURE 1. 4. CREATE A ROUTINE OF OWNERSHIP AND PROGRESS CHECKINS “stonks amirite” W H A T I S 4 D X ? - S H O R T & S W E E T S U M M A R Y 6 3. CREATE YOUR LEAD MEASURE’S SCOREBOARD done yay :) QUALITY CHECK IT
S T E P 1 - T H E L A G M E A S U R E 7 CHAPTER 1. HOW TO BRAINSTORM THE LAG MEASURE! WHAT DO YOU THINK IS THE BEST FOCUS FOR OUR PRACTICE IN 2024? + Here are some further examples of lag and lead measures that we hope will get you thinking about any that could apply to your business: Examples of lead measures: The number of prospects currently in your sales pipeline The number of relationships you have with key influencers The number of strategic partnerships you have set up The number of downloads to a valuable piece of content The number of demos or discovery calls made during a specific time period Examples of lag measures: Sales figures Business growth Market share Weight loss It’s important to keep an eye on your overall lag measure to maintain focus and work on the correct lead measures. During busy periods always ask yourself, “does this task impact our lag measure?” LAG/LEAD EXAMPLES In the book 4 Disciplines of Execution, the authors explain that “Lead measures track the critical activities that drive, or lead to the lag measure.” They also go on to say, “while a lag measure tells you if you’ve achieved the goal, a lead measure tells you if you are likely to achieve the goal.” The main thing to consider here is not to purely focus on your lag measures. Work backwards moving upstream to find out what your lead measures would be, and increase focus in these areas. Measure what happens upstream, your Lead measure, that will help predict what happens downstream, your Lag measure. REMEMBER THE DIFFERENCE BETWEEN LAG MEASURES AND LEAD MEASURES SKIP TO PAGES 22-24 FOR IN DEPTH EXAMPLES
ASSESS THE IMPACT OF YOUR IDEA! WHY IS THIS WORTH IT TO YOU? THINGS TO CONSIDER WHILE BRAINSTORMING YOUR WIGS “’A CHALLENGING BUT MOTIVATING GOAL THE ENTIRE TEAM WILL MUTUALLY BE WORKING TO ACHIEVE THROUGHOUT THE YEAR.”’ YOU’RE NOT ALONE! DISCUSS IDEAS WITH THE TEAM! A WILDLY IMPORTANT GOAL (AKA. OUR ‘LAG’ MEASURE) don’t set a goal if you would be happy if just got 75% of it! Long term, a simple, challenging, and achievable goal will be more engaging and produce results. IS THIS EASILY MEASUREABLE? CAN YOU EASILY VISUALIZE A SCOREBOARD FOR YOUR IDEA? if we did_____ we would probably increase revenue... if we improved _________ would probably increase efficiency and, therefore, revenue as well... WHAT WOULD YOU CHANGE? BRAINSTORM IDEAS TO IMPROVE AND AREAS NEEDING IMPROVEMENT S T E P 1 - T H E L A G M E A S U R E 8
1. SHOTGUN SOME IDEAS OF THINGS YOU THINK NEED IMPROVEMENT IN YOUR DEPT OTA, NO-SHOWS, LATE PATIENTS,COMMUNICATION, MORE DELINQUENCY FOLLOWUP,SHORTER EXAMS,SOS, ETC 2. SHOTGUN SOME IDEAS OF THINGS YOU THINK NEED IMPROVEMENT IN OTHER DEPTS MARKETING - CLINICTCMCFINANCE - 2024 9 WORKSHEET 1 - LET’S BRAINSTORM THE LAG MEASURE! S T E P 1 - T H E L A G M E A S U R E
6. NOW THE LAST STEP! FINALLY, WRITE YOUR FINAL WIG OFFICIALLY IN 4DX FORMAT: 5. NOW THAT YOU HAVE YOUR “WHAT”, WRITE YOUR “TO WHAT FROM X TO Y BY WHEN” BELOW: DO: To increase profit from $8 million to $10 million by 12/31/2024 DONT: Increase profit from $8 million to $10 million this year by doing more marketing and increasing revenue in the following five areas… TO: FROM: TO: BY: 4. OF ALL THE IDEAS YOU HAD ON THE PREVIOUS WORKSHEET, PICK THE ONE YOU BELIEVE TO BE THE MOST CHALLENGING, IMPACTFUL, AND ACHIEVABLE TO WORK ON FOR 2024. REMEMBER: “TO WHAT FROM X TO Y BY WHEN? EXAMPLE: “To decrease costs from $1 million to $800,000 by 12/31/2024. ” WORKSHEET 2 - LET’S CREATE THE LAG MEASURE! NOW, LET’S WRITE YOUR LAG MEASURE IN WIG FORMAT. WRITE YOUR “WHAT” BELOW: DO: To cut costs DONT: In order to create a reduction in costs, we anticipate… 2024 S T E P 1 - T H E L A G M E A S U R E 1 0
1.IS IT EASILY MEASURABLE? WORKSHEET 3 - LET’S QUALITY CHECK THE LAG MEASURE! IS IT EASY TO GET THESE NUMBERS, DO THE REPORTS ALREADY EXIST, IS THIS SOMETHING WE CAN START TOMORROW? ARE YOU ABLE TO VISUALIZE A SCOREBOARD FOR THIS WIG? IS IT SOMETHING SIMPLE THAT CAN BE PUT ON A LINE GRAPH LIKE OUR CURRENT BOARDS? 2024 11 CIRCLE ONE 3. DOES THE TEAM CONTROL THE OUTCOME? GOAL IS NOT DEPENDENT ON THIRD PARTIES OR OUTSIDE FACTORS OUT OF OUR CONTROL DONT: MORE NEW PATIENT CALLS (REMEMBER WE CANNOT CONTROL PPL CALLING US!) DO: INCREASE REVENUE, DECREASE EXPENSE MARGIN, INCREASE # OF PTS SEEN PER DAY (WE CAN CONTROL OUR REVENUE, EXPENSES, AND OUR SCHEDULE.) CIRCLE ONE 4. CAN YOU SAY IT IN ONE SENTENCE, SPECIFICALLY IN 4DX FORMAT? TO ________________ FROM ______________ TO ______________ BY _________________ ? CIRCLE ONE REWORK IT REWORK IT NICE JOB! REWORK IT GO TO CHAPTER 2! MOVE TO #4 MOVE TO #2 S T E P 1 - T H E L A G M E A S U R E 2. IS IT SOMETHING EVERYONE ON THE TEAM CAN CONTRIBUTE TO? A LAG MEASURE THAT FOCUSES MAINLY ON ONE DEPT MAY NOT BE SOMETHING ANOTHER DEPT CAN ASSIST WITH CONSISTENTLY (EX. INCREASE # OF DDS RUNS WE DO) . INSTEAD, THINK OF A GOAL THAT EVERYONE CAN INFLUENCE WHICH HELPS TO KEEP EVERYONE ENGAGED AND MOTIVATED (EX. DECREASE OTA/SOS/INCREASE # OF PATIENT REFERRALS). CIRCLE ONE MOVE TO #3 REWORK IT
S T E P 2 - T H E L E A D M E A S U R E S 1 2 Reduce the need for outside help such as freelance designers and photographers Reduce the number of at-press changes (once the printer has set up files, there’s a charge per changed page) When purchasing stock images, avoid the more expensive rights-managed agencies + The production department (and all the other departments of the publishing house) brainstormed team WIGs that would support the overall WIG. Maria and her team came up with a list of ideas. If the practice WIG is financial, the dept WIG should have something to do with money: revenue, profitability, cost savings, etc. If the practice WIG is quality, then the team WIG could have something to do with productivity or customer satisfaction. If the practice WIG is strategic, then the team WIG could address the mission, new opportunities, or how to reduce threats. BRAINSTORM HOW TO IMPACT THE LAG MEASURE WITH YOUR DEPT WIG ASSESS IMPACT ON THE LAG MEASURE LIST OUT YOUR LEAD MEASURES IDEAS CHAPTER 2. HOW TO BRAINSTORM THE LEAD MEASURES WHAT LEAD MEASURES CAN HELP IMPACT THE LAG MEASURE YOU CREATED? KNOW YOUR LAG MEASURE BEFORE MAKING ANY DEPT WIGS! Maria is the leader of the production department of a large publishing house. The team has decided that the most profitable, impactful WIG for them is: “To decrease costs from $1 million to $800,000 by 12/31/2024.”
2. SHOTGUN SOME IDEAS OF THINGS YOUR DEPT CAN DO TO IMPACT THE LAG MEASURE 3. SHOTGUN SOME IDEAS OF THINGS OTHER DEPTS CAN DO TO IMPACT THE LAG MEASURE MARKETING - CLINICTCMCFINANCE - 1 3 WORKSHEET 4 - LET’S BRAINSTORM YOUR DEPT WIG (YOUR LEAD MEASURE!) 1. CIRCLE YOUR PRIMARY DEPT CLINIC TC MC FINANCE MARKETING S T E P 2 - T H E L E A D M E A S U R E S
3. WRITE YOUR LEAD MEASURE OFFICIALLY IN 4DX FORMAT: 2. NOW THAT YOU HAVE YOUR “WHAT”, WRITE YOUR “TO WHAT FROM X TO Y BY WHEN” BELOW: DO: to decrease costs for at-press changes from $4000 to $1000 by 3/30/2024 DONT: to cut costs from $5000 to under $5000 this year by doing more marketing and increasing revenue in the following five areas… TO: FROM: TO: BY: 1. OF THE IDEAS YOU HAD ON THE PREVIOUS PAGE, PICK THE ONE YOU BELIEVE TO BE THE MOST CHALLENGING, IMPACTFUL, AND ACHIEVABLE TO WORK ON FOR 2024. REMEMBER: “TO WHAT FROM X TO Y BY WHEN? EXAMPLE: “To decrease costs from $1 million to $800,000 by 12/31/2024. ” WORKSHEET 5 - LET’S CREATE YOUR DEPT’S LEAD MEASURE! NOW, LET’S WRITE YOUR LAG MEASURE IN WIG FORMAT. WRITE YOUR “WHAT” BELOW: DO: To cut costs DONT: In order to create a reduction in costs, we anticipate… 1 4 Decrease costs for at-press changes $4000 3/30/2024 $1000 S T E P 2 - T H E L E A D M E A S U R E S
2. IS IT EASILY MEASURABLE? CAN YOU START REPORTING ON IT TOMORROW? WORKSHEET 6 - LET’S QUALITY CHECK THE LEAD MEASURE! IS IT EASY TO GET THESE NUMBERS, DO THE REPORTS ALREADY EXIST, IS THIS SOMETHING WE CAN START TOMORROW? ARE YOU ABLE TO VISUALIZE A SCOREBOARD FOR THIS WIG? IS IT SOMETHING SIMPLE THAT CAN BE PUT ON A LINE GRAPH LIKE OUR CURRENT BOARDS? 1 5 CIRCLE ONE 3. DOES THE TEAM CONTROL THE OUTCOME? GOAL IS NOT DEPENDENT ON THIRD PARTIES OR OUTSIDE FACTORS OUT OF OUR CONTROL BAD: MORE NEW PATIENT CALLS GOOD: INCREASE # OF WEEKLY DDS RUNS (OR) INCREASE # OF PAID ADS (DOING THESE DIRECTLY IMPACTS GETTING MORE NP CALLS! WE CAN CONTROL HOW MANY DDS RUNS WE DO, WE CANNOT CONTROL WHEN THE PHONE RINGS) CIRCLE ONE 4. CAN YOU SAY IT IN ONE SENTENCE, SPECIFICALLY IN 4DX FORMAT? TO ________________ FROM ______________ TO ______________ BY _________________ ? CIRCLE ONE REWORK IT REWORK IT NICE JOB! GO TO CHAPTER 2! REWORK IT MOVE TO #4 MOVE TO #3 1. DOES IT DIRECTLY AFFECT THE LAG MEASURE? DOES IT HELP ANSWER THAT NEED? IF THE PRACTICE WIG IS FINANCIAL, THE LEAD MEASURE = PROFITABILITY, SAVINGS, ETC. IF THE PRACTICE WIG IS QUALITY, LEAD MEASURE = PRODUCTIVITY, CUSTOMER SATISFACTION, ETC IF THE PRACTICE WIG IS STRATEGIC, LEAD MEASURE = NEW OPPORTUNITIES, ADDRESS PROBLEM AREAS, ETC. CIRCLE ONE MOVE TO #2 REWORK IT S T E P 2 - T H E L E A D M E A S U R E S
S T E P 3 - T H E S C O R E B O A R D S 1 6 CHAPTER 3. HOW TO CREATE AN AWESOME SCOREBOARD THE DISCIPLINE OF ENGAGEMENT People play differently when their keeping score. If you're not keeping score you're just practicing. 1. A coach’s scorecard is not a players scorecard. A coach’s scorecard is complex. A players scorecard is simple. Think of a basketball game. The coach is keeping track of all sorts of data on things like field goal %, steals, blocks, 3 pointers, etc, etc. The players scoreboard is simple. It shows a handful of measures that indicate to the players at a glance if they are winning or losing the game. 2. The purpose of the scorecard is to motivate the players to win 3. 3 MAIN PRINCIPLES Trend lines = useful for displaying lag measures. They can quickly communicate from x to y by when. Speedometer = useful for measuring times such as process times, time to market, etc Bar chart = useful for comparing the performance of teams or groups within teams. Andon chart = Useful for showing the status of lead measures. consists of colored signals or lights that show a process is on track (green) in danger of going off track (yellow) or off track (red). Google more ideas! CHOOSE A THEME Is it simple? Does it show where you're at compared to where you should be and over what time. 1. Does it contain both lead and lag measures? 2. 5 second rule = can you tell in 5 seconds or less if you're winning or losing? If not, its too complicated. 3. DESIGN THE SCOREBOARD Building: Keep it simple. Something you would want to update frequently because it is easy to do. Posterboard, whiteboard, chalkboard, etc. Keep it updated: Where will you post it? How often it will be updated? BUILD THE BOARD & KEEP IT UPDATED
1 7 WORKSHEET 7 - BRAINSTORM SOME SCOREBOARDS! DATA DOES NOT HAVE TO BE ACCURATE FOR THIS EXERCISE. SIMPLY DRAFT A FEW VISUAL IDEAS (OR ONE REALLY GREAT ONE!) THAT EASILY REFLECTS YOUR LEAD MEASURE INSPIRATION S T E P 3 - T H E S C O R E B O A R D S
If a certain followup method isn’t working for you, say what would. Instead of saying something doesn’t work, focus on what does. Productive communication and constructive criticism goes a long way! taco bell is my only motivation 1 8 CHAPTER 4. HOW TO CREATE A ROUTINE FOR OWNERSHIP & PROGRESS CHECKINS THE DISCIPLINE OF ACCOUNTABILITY Think about what your barriers usually are and why those are barriers for you. Explore if you have an external locus of control, or an internal one. And if you do not know what those are, show that individual leadership and google it. It’s a great concept! + “until i am perfect, I will show grace to my fellow team members” “i will embrace individual leadership” “i will do my best” You are in control of your success! Have you exhausted all options? Have you brainstormed solutions and tried to troubleshoot independently? On the other hand, it is vital for owners of a project/dept to be consistent and checkin with team members to ensure the daily whirlwind has not let the WIG fall off (LOL). We encourage creating a safe space so anyone can reach out to a dept owner to remind them you need 1 on 1 time. Bonus points for proactively asking if they’re available at a specific date/time you think would work instead of asking them to plan it! SELF REFLECT REMEMBER OUR TEAM AGREEMENTS HOLD YOURSELF ACCOUNTABLE AS WELL AS DEPT/PROJECT OWNERS! BE HONEST ABOUT YOUR WANTS/NEEDS S T E P 4 - T H E A C C O U N T A B I L I T Y R O U T I N E
1 9 WHEN I AM ASSIGNED A PROJECT, I AM COUNT-ON-ABLE AND GET IT DONE. AND, IF I TRULY CANNOT, I’M ABLE TO BE HONEST ABOUT IT AND ASK THAT THEY DELEGATE IT TO SOMEONE ELSE IF I AM ASKED TO HELP AND AGREE TO DO IT, I KNOW I AM GOING TO GET THAT DONE BECAUSE I HAVE SHOWN TEAM MEMBERS THAT I AM COUNT-ON-ABLE SO THEY CAN TRUST ME EVEN IF NO ONE FOLLOWS UP WITH ME, I WILL BE ACTIVELY WORKING ON THE TASK I PROMISED I WOULD OWN EVEN IF NO ONE FOLLOWS UP WITH ME, I WILL GO TO THE PROJECT/TEAM COORDINATOR AND ASK THAT THEY MEET WITH ME INSTEAD OF WAITING FOR THEM TO COME TO ME WHEN I AM GIVEN A PROJECT, I ASK QUESTIONS SO THAT I UNDERSTAND FULLY WHAT MY EXPECTATIONS ARE WHEN I AM ASKED TO DO SOMETHING, I AM DEDICATED TO MAKING SURE I DO NOT FORGET I MADE THAT COMMITMENT AND WILL WORK ON IT INDEPENDENTLY WHEN I AM HAVING A PROGRESS CHECKIN WITH A PROJECT OWNER OR TEAM LEADER, I AM UPDATING THEM ON MY PROGRESS, NOT WAITING TO HEAR WHAT THEY ASK OF ME. I AM LEADING MY OWN PROGRESS IF I HAVE A BOTTLENECK OR A BARRIER WHEN TRYING TO GET A PROJECT DONE, I AM CREATIVE AND BRAINSTORM OTHER WAYS TO GET IT DONE AND TROUBLESHOOT TO THE BEST OF MY ABILITY FOR 4DX TO BE EFFECTIVE, ACCOUNTABILITY CHECKINS DO NEED TO BE CONSISTENT. HOWEVER, IF THEY ARE NOT, I WILL STILL RELENTLESSLY PURSUE MY GOALS AS THEY CAN STILL BE ACHIEVED WITHOUT CONSTANT SUPERVISION. I CAN WORK INDEPENDENTLY IF NEEDED AT TIMES WORKSHEET 8 - CREATE A CADENCE OF ACCOUNTABILITY (PART 1) taco bell is my only motivation YOU ARE BEING CHALLENGED TO ANSWER THE FOLLOWING QUESTIONS AND TO REFLECT ON YOUR ANSWERS TO SEE IF YOU ARE BEING SOMEONE WHO INSPIRES YOU. ARE YOU BEING YOUR BEST SELF? DO YOU RESPECT YOUR WORK ETHIC? ARE YOU PROUD OF YOUR WORK ETHIC? YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO YES SOMETIMES NO ARE YOU PROUD OF YOUR RESPONSES? ARE YOU PROPERLY COMMUNICATING WHAT YOUR NEEDS/WANTS ARE? REFLECT ON WHAT YOU CAN IMPROVE, YOUR BARRIERS. REMIND YOURSELF THAT YOU ARE IN CONTROL OF YOUR SUCCESS AND HOW YOU CARRY YOURSELF. YOU MAY ENCOUNTER BARRIERS AT WORK, AND YOU CAN STILL REMIND YOURSELF TO HAVE AN INTERNAL LOCUS OF CONTROL (GOOGLE IT!) VS AN EXTERNAL ONE. S T E P 4 - T H E A C C O U N T A B I L I T Y R O U T I N E
THE MEANING BEHIND CREATING A ROUTINE OF ACCOUNTABILITY & MOTIVATION taco bell is my only motivation 2 0 PLEASE REFER TO THE “4 DISCIPLINES OF EXECUTION (4DX) FRAMEWORK: AN IMPLEMENTATION GUIDE” TO REMIND YOURSELF OF STEP 4. 4DX ISN’T ONLY ABOUT THE TEAM COMPLETING THEIR TASKS. IT IS ALSO ABOUT OWNERS OF CERTAIN DEPTS VALUING STEP 4 WHICH IS TO HOLD CONSISTENT, PRODUCTIVE CHECKINS TO DISCUSS PROGRESS. IT IS A FUNDAMENTAL PART OF 4DX WE CANNOT CONVENIENTLY LEAVE OUT. THIS IS WHY WE ASK FOR OWNERSHIP FROM TEAM MEMBERS SO THE TASK OF FOLLOWING UP IS NOT LEFT TO 1 PERSON. ACCOUNTABILITY CAN ALSO BE CHALLENGING IF IT IS NEEDED CONSTANTLY (SUCH AS DAILY) IN A SMALLER PRACTICE WHERE WE WEAR MANY HATS. WE HAVE THE POWERFUL TEAM AGREEMENT OF INDIVIDUAL LEADERSHIP MEANING IF THE OWNER OF YOUR PROJECT HAS NOT MET WITH YOU, YOU CAN BE PROACTIVE AND CONTINUE TO KEEP THAT FLOW GOING. YOU CAN ALSO SHOW LEADERSHIP BY REACHING OUT TO THEM, NOT WAITING FOR THEM TO COME TO YOU FOR A CHECKIN. WHEN TEAM MEMBERS CAN WORK INDEPENDENTLY, TEAM COORDINATORS AND PROJECT OWNERS CAN MORE EASILY RELY ON YOU TO COMPLETE JOB TASKS WITHOUT THE NEED FOR MUCH SUPERVISION. ACCOMPLISHING WIGS CALLS FOR GOOD TIME MANAGEMENT, PROACTIVITY, AND A DESIRE TO MAKE YOUR GOAL HAPPEN. NOW, WITH ALL THAT IN MIND, REALLY TAKE SOME TIME TO THINK: WHAT MOTIVATES YOU TO WANT TO WORK INDEPENDENTLY? IF SOMEONE DOES NOT ASK YOU FOR A FOLLOWUP, DO YOU STOP WORKING ON THE PROJECT? WHAT WOULD HELP US CREATE A HEALTHY, PRODUCTIVE ENVIRONMENT FOR YOU TO HAVE THAT INSPIRE FIRE IN YOU TO WANT TO STILL DO THE TASK ASKED OF YOU? ANOTHER TEAM AGREEMENT IS “UNTIL I AM PERFECT, I WILL GIVE GRACE TO MY FELLOW TEAM MEMBERS”. THE GOAL IS THAT THOSE TAKING OWNERSHIP ARE FOLLOWING UP CONSISTENTLY WHILE ANOTHER GOAL IS TO GIVE GRACE IF THEY ARE NOT ABLE TO. EXAMPLE: AMELIA IS OWNING MARKETING. THE NEWSLETTER HAS BEEN DELEGATED TO YOU BY HER. EVERY WEEK SHE MEETS WITH YOU FOR 20 MINUTES TO ASK HOW IT IS GOING AND TO HELP WITH BARRIERS/QUESTIONS. FOR 2 WEEKS, AMELIA IS PRESSED ON TIME AND CANNOT MEET WITH YOU. WHEN SHE MEETS WITH YOU AGAIN, NOTHING ON THE NEWSLETTER HAS MOVED FORWARD BECAUSE YOU WEREN’T FOLLOWED UP WITH. THIS IS A SCENARIO THAT DOES NOT ALLOW FOR GRACE IN CASE THE DEPT/PROJECT OWNER NEEDS TO FOCUS ELSEWHERE FOR SOME TIME. SO, IF YOUR DEPT COORDINATOR INFORMS YOU THEY CAN’T DO CHECKINS FOR SOME TIME, WHAT HELPS MOTIVATE YOU TO MAKE SURE IN THE BACKGROUND YOU ARE STILL UPDATING YOUR SCOREBOARD AND DOING YOUR LEAD MEASURES? (PS: THIS IS NOT INSINUATING CHECKINS WILL NEVER HAPPEN, AS STATED PREVIOUSLY THEY ARE A VITAL PART OF 4DX AND CANNOT BE CONSISTENTLY OVERLOOKED.) S T E P 4 - T H E A C C O U N T A B I L I T Y R O U T I N E
2 1 WORKSHEET 9 - CREATE A CADENCE OF ACCOUNTABILITY (PART 3) taco bell is my only motivation CASH BONUSESIF GOAL IS MET, LUNCH,COMPETING WITHIN TEAM,VERBALSHOUTOUTS, PUBLICSCOREBOARDS, WORDS OF APPRECIATION FROM MY TEAM, FROM LEADERSHIP, WHAT MOTIVATESYOU TO BECOUNT-ON-ABLE? REFLECT HERE WHAT YOUR THOUGHTS ARE ON STEP 4 OF 4DX. DISCUSS WHAT MOTIVATES YOU TO WORK INDEPENDENTLY. WHAT HELPS YOU RELENTLESSLY PURSUE YOUR GOALS? HONESTY IS KEY AND THIS IS A SAFE SPACE TO DISCUSS WHAT YOUR WANTS/NEEDS ARE AND HOW YOU CAN BE COUNT-ON-ABLE. S T E P 4 - T H E A C C O U N T A B I L I T Y R O U T I N E
I N D E X - E X A M P L E S / I D E A S 2 2 EXAMPLES IF NEEDED
IF THE PRACTICE WIG IS TO INCREASE NP EXAM SCHEDULE COVERAGE FROM 65% FILLED TO 90% FILLED BY 12/31/24. (FILLED MEANING APPT WAS BOOKED AND KEPT) THE DEPT WIG IS TO INCREASE THE AMOUNT OF DENTAL RUNS FROM 2 A WEEK TO 4 A WEEK BY 3/31/24. YOUR SCOREBOARD WOULD THEN REFLECT THE # OF DENTAL RUNS DONE DAILY SO WE CAN REFLECT WEEKLY IF WE ARE PROGRESSING. THE IMPACT OF THIS WOULD HELP INCREASE BUSINESS RELATIONSHIPS, NETWORKING, AND THEREFORE INCREASE OTHER OFFICE’S DESIRES TO REFER TO US WHICH WOULD INCREASE THE AMOUNT OF BOOKED EXAMS WE HAVE PER DAY. THIS DOES NOT ADDRESS THE POSSIBILITY OF PATIENTS CANCELLING OR NO-SHOWING BUT IT DOES ADDRESS THE PROBLEM AREA OF NOT HAVING EXAM COLUMNS FILLED. I N D E X - E X A M P L E S / I D E A S 2 3 EXAMPLES IF NEEDED IF THE PRACTICE WIG IS TO LOWER OUR EXPENSES FROM $X TO $Y BY 12/31/24, AND YOUR DEPT WIG IS TO LIMIT THE AMOUNT OF A CERTAIN EXPENSIVE MATERIAL USED IN THE CLINIC OR IN ADMIN, YOUR SCOREBOARD WOULD REFLECT SOMETHING LIKE HOW MANY OF THAT MATERIAL WAS USED EVERY DAY, WITH A GOAL TO ONLY USE X AMOUNT PER DAY. IF THE PRACTICE WIG IS TO INCREASE NET COLLECTIONS MONTHLY AVERAGE FROM 150K TO 170K BY 12/31/24. THEN, AFTER YOU BRAINSTORM AND DO RESEARCH, YOU FIND THAT, ON AVERAGE, EVERY MONTH WE HAVE ABOUT $14,000 OF PAST DUE BALANCES FROM PATIENTS. YOUR DEPT WIG COULD BE SOMETHING LIKE GOING FROM DOING 3 DELINQUENCY FOLLOWUP CALLS A DAY TO 6 DELINQUENCY CALLS A DAY BY 3/31/24. YOUR SCOREBOARD WOULD REFLECT THE AMOUNT OF CALLS MADE PER DAY IN REGARDS TO FOLLOWING UP WITH A PAST DUE PATIENT. IF YOUR PRACTICE WIG IS TO INCREASE THE # OF NP EXAMS DAILY FROM 6 TO 10 BY 12/31/24. YOUR DEPT WIG MIGHT BE TO DECREASE EXAM TIMES FROM 60 MINUTES TO 45 BY 3/31/23. YOUR SCOREBOARD WOULD REFLECT YOUR AVERAGE EXAM TIME DAILY WITH A GOAL OF 45 MINUTES FOR QUARTER 1. THEN QUARTER 2 COULD BE TO LOWER IT TO 30 MINUTES SO YOU CAN START FITTING IN MORE PATIENTS INTO YOUR SCHEDULE. BY THE END OF THE YEAR, WITH YOUR IMPACT OF SHORTENING YOUR EXAMS, YOU WILL BE ABLE TO NOW SEE 10 NP EXAMS A DAY AND POSITIVELY INFLUENCE THE WIG. ADMIN/CLINIC/TC/MARKETING/FINANCE ADMIN/FINANCE TC (WITH QUARTER 1 AND 2 PLANNING) MARKETING IF THE PRACTICE WIG IS TO IMPROVE OVERALL OTA FROM X% TO Y%, YOU RESEARCH THAT YOUR OTA IS MOSTLY NEGATIVELY IMPACTED BY ADRT APPTS, SO YOU MADE YOUR DEPT WIG TO IMPROVE YOUR OTA ON ADRTs FROM 12% TO 6% BY 3/31/24. THEN, THE SCOREBOARD WOULD REFLECT YOUR OTA% OF ADRTs, WITH YOUR GOAL OF 6% OTA ON ADRTs DAILY. CLINIC
I N D E X - E X A M P L E S / I D E A S 2 4 IF THE PRACTICE WIG IS TO INCREASE EXPENSE MARGIN FROM 30% TO 10% BY 12/31/24, THEN LET’S SAY A PROBLEM AREA YOUR BRAINSTORMING LEADS YOU TO IS TO FIX HOW MANY TIMES RETAINERS NEED TO BE REPRINTED AT OUR OFFICE SO LESS PAYROLL AND MATERIALS ARE SPENT UNECESSARILY. AFTER RESEARCHING, YOU FIND THAT WE REPRINT AROUND 3 RETAINERS A DAY ON AVERAGE DUE TO USER ERROR. SO YOUR DEPT WIG IS TO LOWER RETAINER REPRINTS FROM 3 A DAY TO 1 A DAY BY 3/31/24. QUARTER 2 WOULD BE TO LOWER RETAINER REPRINTS FROM 1 A DAY TO 0 DAY BY 6/30/24. (THIS IS NOT A CURRENT ISSUE IN OUR CLINIC, BUT I HOPE THIS HELPS GETS YOUR BRAINSTORMING GOING ON OTHER THINGS YOU MAY THINK OF THAT WE CAN IMPROVE ON DUE TO USER ERROR THAT MAY BE CAUSING OUR EXPENSES TO GO UP). IF YOUR PRACTICE WIG IS TO IMPROVE OVERALL OTA FROM X% TO Y%, AND YOU WOULD LIKE TO DO MORE DOCTORLESS ADJUSTMENT APPTS SO YOU CAN START MAKING AN IMPACT IN THE CLINIC BY NOT HAVING DWH COME BY AS OFTEN OR FOR AS LONG. MAYBE YOU MADE YOUR DEPT WIG TO DO SHADOW THE ASST WHO HAS THE LOWEST TIME THAT DWH IS AT THEIR CHAIR. SO YOUR DEPT WIG IS TO GO FROM DWH BEING AT YOUR CHAIR FROM 8 MINUTES TO 6 MINUTES BY 3/31/24, WHICH YOU CAN DO BY SHADOWING THE ASST THAT DOES HAVE A 6 MINUTE RECORD. YOUR SCOREBOARD CAN REFLECT HOW MANY APPTS YOU SHADOWED EVERY DAY, WITH A DAILY GOAL OF 3. QUARTER 2, YOU CAN PUT WHAT YOU LEARNED INTO PLACE BY MAKING YOUR DEPT GOAL TO GO FROM 0 DOCTORLESS ADRTs to 3 DOCTORLESS ADRTs SIGNED OFF A DAY. (OF COURSE, TO ACHIEVE THIS, YOU WOULD HAVE TO HAVE DWH COME BY AND SAY “YES YOU DID THIS APPT UP TO STANDARD, THIS WAS A SUCCESSFUL DOCTORLESS ADRT” AND COUNT THAT ON YOUR SCOREBOARD.) QUARTER 3 COULD BE THEN TRACKING HOW MANY TRULY DOCTORLESS EXAMS YOU DID WITH A GOAL NOW OF 6 PER DAY, WHICH WOULD MEAN LESS TIMES FOR DOC TO PASS BY SO YOU CAN TAKE MORE PATIENTS IN YOUR COLUMN BECAUSE YOU HAVE IMPROVED YOUR WORKFLOW AND BECOME A BETTER, MORE RELIABLE ASSISTANT OVERALL. IF THE PRACTICE WIG IS TO LOWER OUR EXPENSE MARGIN FROM 30% TO 20% BY 12/31/24, THEN LET’S SAY YOUR DEPT WIG IS TO ENSURE CAR WASH CARDS WERE BEING UTILIZED OPTIMALLY (3 TIMES A DAY) SO THAT THE EXPENSE ISN’T WASTED. YOUR SCOREBOARD WOULD REFLECT HOW MANY CAR WASH CARDS WERE GIVEN OUT EVERY DAY TO PATIENTS – WHICH WOULD HAVE AN IMPACT ON CUSTOMER SATISFACTION, AND GOOD CUSTOMER SATISFACTION MAY LEAD TO THEM BEING MORE LIKELY TO REFER THEIR FRIENDS, ENSURING THAT EXPENSE WASN’T A BAD INVESTMENT. ADMIN/CLINIC/FINANCE EXAMPLE: EXAMPLES IF NEEDED CLINIC CLINIC (WITH QUARTER 1, 2, AND 3 PLANNING) and that’s all, folks! thanks for being the best part of the Inspire Fire, y’all. bye bye!
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