The Four Disciplines of Execution

While having a plan is great, achieving success requires more than just that. The 4DX model can provide a guide to successfully implementing a goal oriented plan while still considering immediate needs. As educators the day-to-day to-do list can seem never ending with meetings, planning, grading and a million other things throughout the day, it is easy to get caught up, unfortunately this also prevents innovation. This model directs our focus towards one or two Wildly Important Goals (WIGs), distinguishing them from the day-to-day tasks, also referred to as the whirlwind, that can divert our attention from these objectives.

Discipline 1: Focus on the Wildly Important Goals

While thinking big and having great ideas is a good starting point, it's crucial that we prioritize what is important. To accomplish this, we must pinpoint one or two Wildly Important Goals (WIGs) that we aim to achieve. My innovation plan focuses on implementing blended learning in my organization in order to improve student writing. Therefore, a Wildly Important Goal (WIG) I am proposing is:

One grade level will adopt the rotational model of blended learning in their classroom while continuously working to refine and enhance this initiative.

Discipline 2: Act on the Lead Measures

We must consider two measures for this model, Lag measures which track the success of the wildly important goal while lead measures measure the new behaviors that will drive success on the lag measure.

Possible Lag Measure: 100% of 3rd grade teachers will implement the rotational model of blended learning in their classroom at least 3 times per week by the end of the 2024-2025 school year.

Hypothetical Lead Measure: Teachers and instructional coaches will meet weekly to brainstorm, share best practices and collaborate on content development for blended learning.

Hypothetical Lead Measure: Teachers, instructional coaches and admin will meet biweekly to discuss student progress, best practices and any feedback observed during formal class visits.

Discipline 3: Keep a Compelling Scoreboard

“People play differently when they’re keeping score” (McChesney, Covey, & Huling, 2012, p. 45). Teachers use competition as a classroom management tool in order to motivate students to do their best, we will be doing the same. As a team, we will create a scoreboard that will be easily visible to all and clearly understood. This scoreboard will be updated weekly and discussed during meetings in order to closely monitor progress.

We will be keeping track of two things:

Completion of lessons (to show both student engagement and keeping teachers accountable)
Student progress (this will include scores)

These will be easily trackable due to the online component of the rotational model of blended learning. We will celebrate significant milestones once they are surpassed by offering prizes for teachers (extra break, lunch, jeans day, etc.) During our meetings we will also be looking to teachers who are showing success and using them to guide us through best practices.

Discipline 4: Create a Cadence of Accountability

In order to get the best possible efforts and continue progressing, we must have consistent accountability. We will achieve this by scheduling monthly meetings with teachers, administrators, and instructional coaches, each lasting 20-30 minutes. During these WIG sessions, we will have a set agenda to discuss any updates, celebrate milestones and progress towards student goals (as set by our individual teachers) and our WIG.It's easy to be drawn back into the whirlwind of daily tasks, but consistent accountability ensures that we give innovation the best chance of success.

Six Sources of Influence and 4DX Model

There are many factors that contribute to successful change, two tools that will be used when implementing my innovation plan are the Influencer Strategy and the 4DX Model. Both strategies only focus on a particular desired goal or Wildly Important Goal (WIG) as stated in the 4DX Model. The Six Sources of Influence are strategies to motivate behavior change through influence while the 4DX Model also aims for change with accountability and collaboration. Both strategies require a strong leader who will not only influence but also hold the team accountable. These strategies promote change by focusing on small actions. Both the influencer model and the 4DX model aim to motivate through personal and social motivation including competition. Working together, these strategies can be used to achieve significant change.

5 Stages of Change

Stage 1: Getting Clear

During this stage, WIGs, measures and the scoreboard must be crystal clear. As a team we will discuss and collaboratively decide on the most significant parts. This will be done during the very first meeting.

Stage 2: Launch

This stage is meant to "launch" the team into action. The leader will be extremely involved to guide the team where it is necessary. This stage will occur during the first two weeks with collaboration from administration to ensure a smooth launch.

Stage 3: Adoption

This stage is when new behaviors drive the achievement of WIG, but can also include some resistance and faded enthusiasm. At this time consistency will be necessary, continue meeting, updating scoreboard and make sure to celebrate the small acheivements.

Stage 4: Optimization

During this stage, the team should shift to a 4DX mindset. At this time we should see consistency and accountability through collaboration. We will continue to meet and refine using best practices from the "winning" teachers.

Stage 5: Habits

During this stage 4DX should be habit and we should achieve the WIG. In order to continue the success, we will continue meeting and celebrate the big successes as well as the small ones. Using this time to also reflect and refine.

References

Covey, S., McChesney, C., & Huling, J. (2012). The 4 disciplines of execution: Achieving your wildly important goals. Simon and Schuster.

Grenny, J., Maxfield, D., & Shimberg, A. (2013). How to 10X Your Influence. Vital Smarts.

Grenny, J., Patterson, K., Maxfiel, D., McMillan, R., Switzler, A. (2013). Influencer: The New Science of Leading Change, (2nd Ed.). McGraw-Hill