Benemérita Universidad Autónoma de

Puebla
Facultad de Ciencias de la Electrónica

PROYECTOS I+D II

Dr. Benjamín Calderón Flores

" First Discipline: The 4 Disciplines of Execution"

Lázaro Pamila Ednna

201521626

SPRING 2019
 F IRST D ISCIPLINE

"Focus on the crucially important".

The first discipline is to focus your greatest effort on one or two goals that will mark
the whole difference, instead of making efforts to reach mediocre dozens of they.
The execution begins with the focus. Without it, the other three disciplines will be
useless.

When we talk about "narrowing your focus", it does not mean that you should
reduce the size and complexity of your whirlwind, although over time focus on
the crucially important goals may have that effect. The whirlwind includes all the
urgent activities that are necessary to sustain your business day after day. Focus on
what is crucial important involves reducing the number of goals you are trying to
reach outside of daily demands of your whirlwind.

In short, Discipline 1 seeks to use more energy in fewer goals, because when it
comes to setting goals, the law of diminishing returns is so real as the law of gravity.

If a team focuses on only two or even three goals outside the demands of the
Whirlwind, the odds of them meeting them are high. On the contrary, when raises
from four to 10 goals, our experience has proven that it will only reach one or two.
That is to say, it will go backwards! If there are 11 to 20 goals besides the whirlwind,
you will lose all your concentration. When faced with so many goals, the team will
stop listening, and will not tell to execute.

The fundamental principle in Discipline 1 is that humans are designed genetically

to do only one thing at a time with excellent results. Maybe now same think, with
pride, that you are very good at doing many tasks at once, which is a multitasking,
but to achieve a crucially important goal you need devote his greatest effort.

According to Professor Clifford Nass, of Stanford University, in our multitasking

culture "neuronal circuits dedicated to scanning, to rapid reading and doing several
simple tasks at the same time are expanding and strengthening, while those that

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allow reading and deep analysis, which enable the concentration, begin to weaken
and erode ".

What consequences does this bring? "People accustomed to multitasking are usually
sacrifice quality of performance in the main task. They are in love with the irrele-
vance". Of course, it is not necessary to over saturate your brain. You can balance
your brain capacity to concentrate perfectly on a goal crucially important at the
same time, and keep abreast of other priorities.

These are the goals that you must achieve with excellence beyond the surrounding
priorities of your daily work. To be successful you must be willing to make the
difficult decisions that separate the crucially important from all the rest goals that
are on your radar. Next, you should approach your MCI with focus and diligence
until it achieves what had been raised, and outstandingly.

This does not mean that you should abandon the other important goals, because
they will still be on your radar. However, these will not require your best effort and
care right now. (Remember that there are also goals that are not worthy of your
time, and some do not even they should have been raised from the beginning.)

People who try to find many goals at the same time usually get a result mediocre in
all of them. You can ignore the principle of focus, but this one does not will ignore
you. You can also balance this principle to achieve the most goals priority, one by
one, and again and again.

THE LEADER’S CHALLENGE

As a leader, you may think that it is because you can always see dozens of existing
elements that need to be improved, and dozens of opportunities that would like to
pursue. In addition to that there are other people (and their personal purposes) that
can increase goals, especially if they belong to the highest levels of the organization.

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Although the tendencies that push it to the top of the pyramid are based on good
intentions, actually many times you yourself are your worst enemy. Being aware of
these trends is a good starting point. Let’s examine some of them with care.

One of the reasons why your team may have too many tasks that To fulfill is that
you, as a leader, are very ambitious and creative. In that case, you are the type of
individual that organizations want to incentivize. The problem is that creative and
ambitious people always want to do more, not less. If this paragraph he describes,
his brain is programmed to violate the first discipline of execution.

A second reason that leaders have to set too many goals for their team is try to
play it safe. That is, if the group is dedicated to chasing everything, apparently
increases the possibility that something works. This also ensures that nobody can
question the team’s effort should it fail. Even if you are conscious of which more is
not necessarily better, it is also true that it does particular to his immediate boss).
In this sense, it is possible that it is reluctant to reduce number of goals to get better
results in accountability, and trust only in the total amount of effort that your team
dedicates to them.

IDENTIFY YOUR CRUCIALLY IMPORTANT GOAL

When determining your crucially important goal, do not ask: what is the most
important? On the contrary, start by asking yourself: if all the other areas of the
company would maintain the same level of performance, which would have the
greatest impact in changes? This question asks a different kind of thinking and
allows you Clearly identify the approach that could make all the difference.

It does not matter if your MCI comes from within or outside the vortex, your
true goal not only to achieve it, but also to make the new level of performance
become in a natural part of your operation. In essence, once an MCI is reached,
will return to the whirlwind. Whenever this happens, the whirlpool changes. In
this way the Chaos decreases, chronic problems are resolved and new levels are
maintained performance. In short, the performance to face the whirlwind will be
much higher. Ultimately, this will allow your team to adopt the next MCI from
stronger foundations.

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 FOCUSING THE ORGANIZATION

So far we’ve talked a lot about reducing goals and narrowing the focus in relation to
you and your team. This represents a great challenge on its own. But nevertheless,
narrowing the focus for a whole organization or even for a large part of A company
is an even greater challenge.

If a goal is crucially important you should know if it has been achieved. The formula
from X to Y in such a term makes it possible. In establishing the goal line we
usually hear the following question: "How much Is it necessary to achieve an MCI?
"Our answer is always the same: "It depends". Since most organizations and teams
usually measure their results According to the fiscal calendar, a good initial interval
could be one year. That said, no forget that MCI is not a strategy. The MCI is a
tactical objective that depends on a limited time frame. We have known MCI that
take two years and others that only They need six months. The time of an MCI
related to a specific project in general is adapted to the time established for it; for
example: "finish the new Internet site within the budget before July 1. " Decide
for yourself. Single remember that you must establish a period for your MCI that
maintains a balance between the need to generate a compelling vision and the need
to create a goal that is possible to reach.