Discipline 2: Act on the Lead Measures
Focus on high-leverage actions
Discipline 2 is about applying disproportionate energy to the activities that drive lead measures, which are predictive and influenceable. This discipline helps teams focus on high-leverage actions that will drive results and achieve goals. By creating lead measures, teams can identify the most important actions to take and track progress towards achieving their goals.
- Focus on high-leverage actions that drive lead measures
- Lead measures are predictive and influenceable
- Lag measures are results-oriented and often outside of direct control
- Define the WIG (Wildly Important Goal)Identify the goal that is most important to achieve, and define it in a clear and measurable way.Pro tipMake sure the WIG is aligned with the organization's overall strategy and goals.WarningAvoid defining too many WIGs, as this can lead to confusion and lack of focus.
- Identify Lead MeasuresDetermine the lead measures that will drive progress towards achieving the WIG. Lead measures should be predictive and influenceable.Pro tipUse data and analysis to identify the most effective lead measures.WarningAvoid using lag measures as lead measures, as this can lead to confusion and ineffective action.
- Create a Tracking SystemDevelop a system to track and measure progress towards achieving the lead measures. This can include regular reporting, dashboards, or other tools.Pro tipMake sure the tracking system is easy to use and provides actionable insights.WarningAvoid over-reliance on lag measures, as this can lead to a focus on results rather than progress.
- Take Action on Lead MeasuresTake deliberate and consistent action to move the lead measures. This can include adjusting processes, allocating resources, or providing training and support.Pro tipFocus on making progress rather than achieving perfection.WarningAvoid getting distracted by non-essential tasks or activities that do not drive progress towards the WIG.
A water-bottling plant was struggling to meet its targeted water production levels. By identifying and tracking lead measures, such as daily water production and machine downtime, the plant was able to increase production and achieve its goals.
An individual wanted to lose weight and identified lead measures such as diet and exercise. By tracking and taking action on these lead measures, the individual was able to achieve their weight loss goal.
The concept of lead measures was developed through the authors' work with various organizations and teams, where they found that focusing on lag measures was not effective in driving results. By identifying and tracking lead measures, teams can take control of their progress and achieve their goals.