“managing a company by looking at financial data (lag measures) is the equivalent of “driving a car by looking in the rearview mirror.” — Chris McChesney Copy Share Image
“We believe the principles of execution have always been focus, leverage, engagement, and accountability. Are” — Chris McChesney Copy Share Image
“Discipline 1: Focus on the wildly important requires you to go against your basic wiring as a leader and focus on less so that… — Chris McChesney Copy Share Image
“Most people fall in the middle between the models and the resisters. They represent your greatest potential leverage for improving performance.” — Chris McChesney Copy Share Image
“Sometimes, choosing your WIG is about more than selecting the aspect of your business where the greatest results are desired; it’s about a WIG… — Chris McChesney Copy Share Image
“The secret to Discipline 4, in addition to the repeated cadence, is that team members create their own commitments.” — Chris McChesney Copy Share Image
“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.… — Chris McChesney Copy Share Image
“The cadence of accountability is a rhythm of regular and frequent meetings of any team that owns a wildly important goal. These meetings happen… — Chris McChesney Copy Share Image
“Lead measures are quite different in that they are the measures of the most high-impact things your team must do to reach the goal.… — Chris McChesney Copy Share Image
“The kind of scoreboard that will drive the highest levels of engagement with your team will be one that is designed solely for (and… — Chris McChesney Copy Share Image
“Whenever you see a man on top of a mountain, you can be sure he didn’t fall there.” — Chris McChesney Copy Share Image
“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… — Chris McChesney Copy Share Image
