Productivity Archives - How to be Awesome at Your Job

Pete Mockaitis
Chris, thanks for joining us here on the How to be Awesome at Your Job podcast.

Chris McChesney
Thanks, Peter. Glad to be here.

Pete Mockaitis
Well, I want to hear your story about how you did not get a job at FranklinCovey but you faked an internship. How did this go down?

Chris McChesney
I think desperation is probably the best explanation for that. They were not interviewing. I mean, they would not interview anyone, and I just had an idea. Wow, this is almost 30 years ago. This was Stephen Covey’s company, the guy that wrote The 7 Habits of Highly Effective People, and I was kind of a groupie and I really wanted to work for this organization. And I decided if they wouldn’t interview me, I‘d interview them, so I pretended to work for the newspaper and told them that I was doing an article on up and coming companies in the area. And I submitted the paper to the newspaper, they published it, so they kept me from being a liar, right?

I didn’t get to the man, I didn’t get to Stephen Covey but I got to his VP, and while in there, I said, “I needed an internship,” which that was a stretch. I didn’t really need an internship, there was no internship, and then I just stowed away. So, four months later, The 7 Habits, hits number one in the New York Times bestseller list, they had fired their publicist, and they looked at me, and said, “Hey, that kid is from New York. Let’s have him call Good Morning America.” So, here I am, unpaid something intern. Actually, there’s an episode of Seinfeld where Kramer actually goes to work for a company he doesn’t actually work for, but that was done after I did it. I want first billing on that.

Pete Mockaitis
Hotdog.

Chris McChesney
And that’s how I got started.

Pete Mockaitis
Wow, that’s so good. So, well, I was going to ask, you know, Stephen Covey, boy, what a legacy, and really, integrity is one of the first words that comes to mind.

Chris McChesney
I know.

Pete Mockaitis
And so, to start with…well, what I like is that you’re working for the newspaper kind of on spec.

Chris McChesney
That’s one way to say it. That’s true.

Pete Mockaitis
As opposed to just a complete fabrication. Boy, that’s beautiful. Also, then can you tell me of any stories about Stephen that really stick with you in his memory?

Chris McChesney
Well, it’s interesting that we’re having this experience because one of my jobs early on was to set him up for interviews like yours. And so, just like my guy gave me a list of some of the questions you like to ask people and things like that, he never wanted to see the list of questions, and he really liked to be authentic and sort of shoot from the hip, and much more of a character than people realize. He’s a bit of a clown when he wasn’t on stage, and he would either be super serious or a complete goofball. And sometimes you needed him to be series, and he wouldn’t be serious. It surprises people to hear that because he comes off so serious in his books and his tapes but, yeah, he’s a character.

Pete Mockaitis
Oh, man, can you give me a goofball anecdote?

Chris McChesney
Oh, I can and it’s almost unbelievable, but there’s a thing that he did with his sons. One of his sons felt really ignored by his father, David Covey felt very ignored by Stephen, and Stephen was on a phone call and so David got out, this is bizarre, but he got out peanut butter and jelly and started to spread peanut butter on his dad’s head, and then he put jelly on his dad’s head, then he slapped a piece of bread over it, and left.

And so then, they were two command performances of this, and, in your brain, you couldn’t get, you know, here’s one of the world’s leading thought leaders, having his son make a mess out of his head, and they just thought that was so funny. That was great. So, this family had its own brand of humor. But, yeah, that’s all real, believable or not.

Pete Mockaitis
That is fun. That’s good. Well, hey, sometimes some humor or peanut butter-jelly head sandwich can aid in execution, and that’s my forced segue, Chris, because that’s your claim to fame and your area of expertise is execution, and your book The 4 Disciplines of Execution. So, could you maybe start by maybe giving us a quick definition? What do we mean by execution?

Chris McChesney
That’s a really good question.

Pete Mockaitis
And then give us the lay of the land, like, how well are organizations and professionals executing today? Like, what are the measures? What’s the state of the union here when it comes to execution?

Chris McChesney
All right, so let’s do this. Because execution is one of those words that could mean a lot of different things to a lot of different people, right? It could just mean getting everything I got to get done, done, but that’s not what we mean by it. What we mean by it is getting that thing done that’s not going to happen anyways. Most of us have a routine, organizations have an SOP, they have their day job, their existing processes, and it gets stuff done. We get stuff done. And then every once in a while, you’ve got a goal and it’s not going to happen unless it gets special treatment.

And, typically, the nature of these things, Pete, is that they don’t have an inherent in-the-moment urgency associated with them. They’re really important. And if you made me fill out a quiz on the most important thing to me, like it’d be right at the top of the page, but it’s not getting any attention, and weeks are going by and we’re not getting any traction.

Usually, when you say that, people identify with something, and that’s really the execution conundrum right there. What is that thing that is not inherently urgent? Because people are good at working on the urgent, and, “I have to get it done and it’s not happening.”

Pete Mockaitis
Yeah. Well, give us just a few examples of things that tend to fall into this bucket again and again.

Chris McChesney
Yeah. I had one the other day, there was an organization, they needed to get these jobs to find, and they needed to get work aides for their physical therapy group. They had about 50 physical therapy practices. And every year, they would put money in the line item, budget item, for this, and every year it didn’t matter that there was money there, it didn’t happen. And they could see so many things but never at one time, that might be an example, they actually pushed through and got a hundred of these things made.

An organization that wants to focus on customer satisfaction, and they know that’s so critical but there’s 20 things that happen over the course of a day, and everybody’s busy and we’re not getting to that thing, maybe it’s an improvement in quality. The Georgia Department of Human Services, 10 years ago, reduced repeat cases of child abuse by 60% by attacking some things that weren’t unknown, they were known things but they were the type of things that weren’t getting attention. And if you can put energy against certain activities, sometimes it can have shockingly powerful effects.

Pete Mockaitis
Yes, that really resonates, certainly rings true. And I think you’re right in terms of there are, boy, I tell you, there are systems and there are processes and things that just happen, and then there’s those that it’s like they fall through the cracks, or it’s not a recurring thing, and, thusly, it’s like you don’t get the scale for it maybe.

Chris McChesney
Yeah. And I tell you where it shows up, Pete, is leaders sometimes will have an agenda. And it’s a big deal when you get a leadership position, you get your first management role. It’s a big deal to you, it’s not a big deal to anybody else, right? And you really know where you want to make your mark. And what gets so many leaders so frustrated is there are so many people giving them the thumbs up and they’ll agree with you, and they’ll say, “I love this, boss. It’s key to our future.” And I just get people laughing when I’m saying this, and then nothing happens.

And it’s not that people are being deceitful or duplicitous, they bought everything that you said. They heard it. And then 45 seconds later, six crises hit their desk and they’ve been responsive. And so, for leaders to start to understand, “Geez, what does it take to get deliberate energy against activities that don’t act on people?” And, basically, let me sum it up this way. Executing strategies that require change in human behavior is kind of the whole topic or problem we’ve been in love with for 20 years.

Pete Mockaitis
Yeah. Okay. Well, so let’s dig into how that’s done. So, you’ve got a chapter called “The Real Problem with Execution.” Lay it on us. What’s the real problem?

Chris McChesney
We’ve kind of been talking about it. It is that there’s like one side of our brain that deals with importance, and there’s another side of our brain that determines how we actually spend time and energy, and they’re not talking to each other. In the moment, urgency is king. And if I’m busy all day long, and I’m active, and I just can’t work any harder than I already have, I’ll tell you, here’s how you could feel this.

Think about working on a critical job. Maybe it’s the most important project of the year, and you know it, and you’re like tying yourself to your desk. And the whole time you’re working, you want to get up and do seven different things during that period of time, and you think, “I must be out of my mind. And it can’t be 4:00 o’clock already. Where did that go?” That is the first. There’s a couple of real problems of execution. The first one is that urgency and importance don’t line up.

Number two is complexity. A lot of times execution does not like complexity too. Best friends of execution are simplicity and transparency. And our ability to sort of put so many things down that we want to accomplish. So, not only is it all the stuff that we’re responding to on a day-to-day basis, but then when we do go proactive, we try and bite off more than we can chew, and that is a whole conundrum in and of itself.

And then I’d say the third one is futility. And it’s the frustration that might be a byproduct of the first two. But when people start giving up, that’s when you see burnout kick in. It’s rarely a byproduct of actually the amount of work. It’s the feeling that I’m working and it doesn’t matter. So, urgency, complexity, and futility really do a lot of damage. And there’s ways to get around this but I think it starts with the question that you asked, like, “What’s the problem?”

Pete Mockaitis
Well, yeah, that’s really good, a really good synopsis of just kind of what makes stuff hard, in general, in terms of if it’s not urgent, it’s not sort of screaming to be at the top of your list, and, thusly, it can just keep getting pushed off and just doesn’t happen. If it’s complex, you’re just sort of like, “Well, I don’t even know how to start,” and it just sort of seems intimidating to approach it. And then, if there’s a sense of futility, likewise, that adds all the more psychological resistance to it.

It’s so funny, I’m thinking about we had a heck of a long hard time executing a shift in this podcast, which was we were mostly replying to incoming pitches. And we’ve been selective such that I thought we’re making great choices. But the consequence of that was the stuff we got wasn’t exactly what our listeners needed, and in the time they needed it. And so, we thought, “We really got a beautiful survey of all the stuff people say they need. Like, we just should be letting this dictate our agenda and our calendar.”

And we get emails just about every day from folks joining the email list, and they share their concerns. But it was hard to make that shift because it was not so urgent, it was sort of like, “Ah, okay. Hey, we say we have episodes two times a week, and so we got to get this calendar going.” And it’s a lot harder to…

Chris McChesney
The calendar was urgent. The needs and the specific requests, you had to go after that stuff. The calendar went after you.

Pete Mockaitis
And it was complex in that it’s like, “Well, geez, how do we reverse-engineer it such that we start with the request and then pursue the guest.” And then it wasn’t quite futile but it was, hey, I mean, someone’s got a book coming out says yes immediately. Someone who’s been like an expert on something for decades and he has all the press they ever needed is not as gung-ho to immediately reply to an invitation of the podcast, although most of the time they still say yes in their own time.

And also, some futility associated with, “Boy, how do we even do this? This is really tricky.” And I guess that’s ultimately how we just sort of got through it was we said, “All right. Well, we’re going to reduce urgency by getting ahead of the game a little bit. We’re going to reduce the complexity by trying to come up with a process, an acronym, or a framework.” And I guess we tried to reduce the futility by just acknowledging, “Hey, we don’t know what we’re doing yet, okay? We’re going to have to iterate a few times, and that’s fine.”

Chris McChesney
I really like what you just said. I want to press pause on what you just said. Sometimes, particularly in the area of new goals that you haven’t achieved before, you have to give yourself a little bit of slack because the real engine for innovation is trial and error. And there are certain aspects of your job where error is not acceptable. And because error is not acceptable in certain parts of your job, it’s sort of programs you think that error is always bad, and you have to give yourself a little bit of leeway around an area that requires innovation, otherwise you will not innovate. I’m convinced of that.

Pete Mockaitis
Yeah, that’s absolutely true. And so, I think, in a way, that was kind of a turning point because we got comfortable with this, like, “Okay, we’re going to make a process that’s going to be bad. We’re going to try it out and see why it took 12 hours to find some names, and then identify the learnings so that we can accelerate a bit and loop it through again and again and again.” And now I’m feeling pretty darn good about it.

Chris McChesney
Can I give you a podcast on this topic?

Pete Mockaitis
I’m listening.

Chris McChesney
You just, a matter of fact, the last three sentences would be a brochure for this podcast. The guy’s name is Tim Harford, he’s a British economist. And the name of the podcast, if you just Google, “Trial and Error.” Not podcast. Ted Talk.

Pete Mockaitis
Okay.

Chris McChesney
TED Talk. Trial and error. Tim Harford. And, really, take 15 minutes and watch this. If you’re in a role that requires innovation and some breakthroughs, I think he struck a beautiful chord, very consistent with what we found in our work, and you just described it quite nicely.

Pete Mockaitis
Oh, thank you.

Chris McChesney
Unintentionally.

Pete Mockaitis
Okay. Well, you just described some things nicely in terms of you’ve identified four specific disciplines for execution. Can you give us the overview, and then let’s dig deeper into some of these?

Chris McChesney
Yeah, all right. So, the first one is, let’s do this. I’ll give each one a word. So, the first word is focus, and I’ll come back to this so you’ll get them. I’ll just give a list right now. So, the first one is focus, the second one is leverage, the third one is engagement, and the fourth one is accountability. And you think of these four words as sort of a mechanism for breaking through the urgency trap. Like, you want to fly an airplane, there’s four words, it’s lift, thrust, weight, and drag. Like, you get those concepts down, you can put something in the air and keep it there. In execution, we’re about focus, leverage, engagement, and accountability.

So, the first one, focus, is getting, really, first of all, narrowing your focus between the one thing that this team that I run is going to deliver, and everything that’s day job, everything that operationally has to get done. And I’m going to tell you that your operational reality, arguably, is more important, like that cannot slip. But if that’s all you’re doing, you’re not going anywhere in your career.

Pete Mockaitis
Yeah, you’re sort of on a treadmill. It’s like we’re continuing to do the things that we’ve done, and we’ll probably continue to get the results that we’ve got, and if you’re a big company, the results you’ve gotten are great. But, of course, over time, if you don’t innovate, you’ll kind of wither.

Chris McChesney
So, I’ve got a good one for you. So, the number two guy at Marriott, he’s retiring this year, his name is Dave Grissen. Marriott used this methodology for 12 years and they’ve improved their guest sat. every year for 12 years. The champion of this is now the number two guy at Marriott. When he was launching this 12 years ago, he told a group of leaders that were launching this process, he said, it was a two-part statement, he said, “First of all, if you want to keep your jobs at Marriott, just take care of the operation, just take care of the day job. We’ll never fire you because if we let you go, the next person might not take care of the day job. Like, you’ll always have a job here if you just take care of the day job.”

And then he gets this smirk, and he said, “But if you want to get promoted, give me one, give me your result, give me an improvement in arrival experience, give me an improvement in food and beverage quality, give me an improvement in everything in working order or event satisfaction. Call your shot and bring me something.” And it was his way of sort of communicating, I thought it was a great way to set, “Yeah, all right. If I just want to take care of the day job, okay, I’ll always have a job here. But if I’m serious about my career…” and then they backed it up. So, when a hotel manager applied for a general manager position, or vice versa, the first thing they would say is, “All right, tell me about your results. What did you target? How did you do it? Like, I want to know…” I think this is a universal principle for career movement, like, “I got to do those two things. I have to maintain the operation. That is job one. But if that’s all I’m doing, I’m treadmilling it. And then what is the one thing, what is the one result that I can deliver?”

And, by the way, that day job will take up 100% of my energy if I let it. I have to steal energy from that, and we say about 20%, to apply towards a breakthrough. So, figuring out what that is, defining it, giving it a starting line, a finish line, and a deadline, all of those things are part of discipline one and focus.

Pete Mockaitis
Ooh, Chris, I love that so much in terms of it’s just a clear framework and it’s just true. It rings true in terms of, yeah, doing your day job, keeping the operations going, will consume you, and it is important, and it needs to be done, and yet, just as you said, you’ve got to have that result. I’m thinking here about I’ve coached a lot of people on their resumes and career strategy development, and that’s kind of how that’s always my interpretation as I’m reviewing resumes for like hiring someone or for helping them to make their resume better.

Chris McChesney
There you go. You’re looking for it.

Pete Mockaitis
If you just show me, it’s like, “Okay. Well, yeah, you know what, I think it’s accountants. Poor guys. They’ve got such great skills and some of them I don’t have. I love my accountant so much. He’s so valuable.” And then when I read some bullets from accountants’ resumes, it’s like, “Hey, did invoicing, or controls, or books, or reporting,” and it’s like, “Yeah, absolutely, that’s got to happen. It’s hard. I wouldn’t be good at it. I’m glad that you’re on top of that.” But to make me go, “Hmm, impressive resume,” I got to see results and improvement on something, like you revised a process, you reduced costs, you improved revenue, you made something that took a long time, now take a little bit of time. I got to see a result and, ideally, there’s a number on it from like a resume judging perspective.

Chris McChesney
Yup, there is a number on it. That’s right. And think about this, so the great management guru, like the guy that kicked all this off was Peter Drucker. Drucker has got this one statement that is money. Drucker says, “The hardest thing to get people to do is think about their jobs in terms of results instead of activities.” And you just described that really well, “I do this, and then I do this, and then I do this, and then I do that.” If that sits on a resume, yeah, that’s fine if I need one of those, but that’s a certain type of job. But if you start thinking in the currency of results, what did I bring?

So, I’ve got right now, I have seven children, my wife and I do. My oldest is married and my third oldest is married, and so I’ve got, right now, I’ve got half a dozen little people in my life that are in their 20s that are looking at careers, and I’ve been just really hitting this note that get very comfortable with the currency of results. Somewhere, your boss, let’s say you’re in front-line management or event middle management, start thinking, and I’m going to steal from Stephen Covey who we were talking about earlier.

Think about what’s outside your job description but within your circle of influence. The opportunity rarely lives inside your job description, but it is something that you could influence. It’s like, what is the one thing that your boss wishes we had fixed? What is the one thing that the organization needs? And can you bring that? Maybe it is within your job description. But thinking in terms of the currency of results when it’s not being asked of you is a mindset shift for most people but it’s incredibly enabling.

And here’s the other thing. No one is going to have a parade for you when you deliver results. It’s funny, you’ll actually be…I think you’ll be discouraged. Like, you’ll get this done, and you’ll get that done, the whole time you’re doing this. If you’re not careful, what you’re thinking is, “Geez, Mary doesn’t do this. Mark doesn’t do this. I’m doing all this extra work. I’m not getting paid.” That’s the other thing. You’ll always feel like you’re adding more value than you’re getting paid, and that’s exactly where you want to be. And you just keep doing these things, and nobody cared about them, like you get a pat on the head, and a week later, they forgot. You keep doing it, and then one day they’re thinking, “Hey, we need somebody. Do you know who’d be great for that?” And, all of a sudden, you’ve changed your brand as you’re a real hunter. You seek and you get results.

And it doesn’t take very long because not everybody is doing it. Like, I promise you. Everybody applies for the position. Everybody. I’ve gotten 14 jobs. I’ve never gotten one of them from an interview. It’s always been, “Hey, Chris, we’re thinking of something.”

Pete Mockaitis
That’s great. That’s focus. All right. So, you’re focusing and then maybe say a little bit more. It’s often outside your job description but within your area of control. It’s about results. And any other little telltale signs, like, “This may be the thing to focus in on”?

Chris McChesney
So, let’s say be careful of going too big. We don’t emphasize this enough in The 4 Disciplines of Execution, and the second version is getting launched this spring, and we really hit this point. Like, I’m in sales so we’ve got to grow revenue. Now I know what the thing is, the thing is the revenue. Well, be careful. Revenue is the title of the book, whatever the macro objective is, think of that like the title of the book, and that’s not where I want you to go. I want you to look at the chapters that make up the book, and I want you to pick the one chapter where you go, “Oh, if we could only do this. This is one product we sell. If we could grow that one product, boy, the margins are better, those people stay with us, they buy our other products.” Like, where are you going to put disproportionate energy? Against which chapter are you going to double down?

And if you could come down to sort of one level of abstraction from the big goal down to the chapter, come down off the title of the book, look at chapters and say, “Oh, yeah. You know what, if we get our first-year salespeople to pay for themselves, we could grow this thing forever.” Like, there’s always that one sort of small target that if we could just get that, wow, we could do X, Y, and Z. like, those are the really good, what we call WIGs, or wildly important goals. They’re not always these macro huge things.

Pete Mockaitis
Oh, that’s beautiful. So, it’s like a domino that sets it off, or the key that unlocks a whole lot more.

Chris McChesney
Yup.

Pete Mockaitis
Awesome. All right. So, we got the focus. What’s next?

Chris McChesney
So, the next one is the leverage one, what we call act on the lead measures. Think weight loss. If the scale is the lag measure or the goal, those two things are synonymous, the wildly important goal, or the lagging measure, the outcome metric is the weight, then if you want to lose weight, there’s two lead measures. Everybody listening knows what they are. It’s diet and exercise.

And you say, “Well, what’s unique about a lead measure from a lag measure?” Well, lead measures have two characteristics. I can influence the lead directly. You can’t directly affect weight loss but I can cut my calorie and I can burn calories daily. That distinction right there, folks, that’s the whole thing. A metric that can be directly affected. And then its other characteristic is predictive. Like, if I do that, I get the other. So, think of how a lever works. Rocks are too heavy to move but, you know what, I can move the lever, and the lever moves the rock. That is the idea.

And you want to prove this point, just ask people to think about someone in their life, and most people have someone, who’s lost 50 pounds. Like, there’s somebody they know, it wasn’t an accident, they deliberately set out to lose 50 pounds. So, everybody thinks of somebody, and then you ask the question, “All right. Was that person who lost 50 pounds, were they aware of a diet program and an exercise program, or were they counting daily?” And you do this in a room of 500 people, there might be one or two people that will say there weren’t counting. Everybody else it’s like it’s got to be like a 98%-99% statistic.

Pete Mockaitis
Hotdog.

Chris McChesney
Why is that? Because, otherwise, we lie to ourselves. So, finding the diet and exercise, in the goal. Like, it isn’t just diet and exercise, it’s any lead measures. And the most sophisticated processes on the planet, like people that are building fighter planes, and structural engineers, and people like this, can always get into this thinking of, “All right, what’s the lag measure and what are the lead measures? Where in the process of these things that we could attack?” And that’s what lead measures are, figuring out and measuring those things that I can directly influence that will move the outcome.

Pete Mockaitis
You know, it’s funny, Chris, as you were saying this because I’ve had the pleasure, misfortune, I don’t know, of gaining and losing 10 pounds about three times now in life. And so, that has been my experience in that when I really am serious, I will use the Lose It! app or whatever. So, for real tracking, “How much am I exercising and how much am I taking in?” and not just falling into frozen pizzas multiple times a week, then it’s happening. And when I’m not, it isn’t. So, that’s my own experience on the loss.

Chris McChesney
Let’s put it in a business example. We got a hardware store. They want a likelihood to recommend number, and they’ve tracked it, and they said, “Look, if people will recommend our hardware store, if they’re likely to recommend, whether they do or not, if they answer that they are, you move that number, you see profits move.” Like, they know this is a really good chapter heading for wildly important goal. So, they’re like, “What are the lead measures?” What they find is, you know, there’s three things. When I go to a hardware store, I got to find what I’m looking for. Will someone talk to me? Number one. Number two, when I get to the aisle where the part is, do they actually have the thing I was looking for? Out of stocks. Number three. Once I got it, how quickly can I get out of the store?

Now, the group that we’re working with, the stores didn’t have to pick all three. They could pick one of the three, they could pick two of three, they have different teams working on any, but they had to have, and this is discipline three, is scoreboard, they had to create a compelling scoreboard out of the game. What’s the lag and what’s the lead? It’s a two-part equation. So, like, we’re going to try and move our likelihood to recommend, and we’ve never been able to move that score but we’re going after what we think are the three things that will have the biggest impact, and we figured out how to measure out of stocks, and we figured out how to measure how quickly we engage, and we know how to measure speed at checkout, and so we’re making the bet. In our store, we’re great at speed at checkout but we are terrible at out of stocks. And we’re going to attack that metric every single week, like somebody would attack running or whatever.

And this is where the trial and error comes in. Let’s see if that does it, and let’s learn from this. But if you can get, there’s an engagement dynamic here too, that when you can get people into the game of, “What will affect what?” It’s like a little riddle they’re trying to solve. And if they’re able to move a metric they’ve never been able to move before, you can get your team very engaged in, “All right, what was our score last week? We’ve been killing on out of stocks three weeks in a row. Do we do it four weeks? What the numbers are coming at?” And you could start to engage people in the work in a way, “Well, it was surprising to us. We weren’t expecting this. It’s not why we set out to do it.”

Pete Mockaitis
Well, that’s so good. And I think now we’ll talk about the third discipline with the engagement and the scoreboard is a tool for engagement. One of my favorite consulting projects, we saw exactly this. It was a customer service organization, they had six call centers, and we discovered that, “Well, hey, what we want is, like title of the book, lower costs associated with addressing customer needs.” And so, back it up a little bit, we see average handle time in terms of just how long they need to be on the phone with someone.

And then we’ve backed that up, we could see what influenced handle time is the experience of the customer service rep who those who know more, they’ve been around more, are able to quickly and knowledgably address the questions that come up. And then so we backed that up and we see, well, the attrition rate is horrible so that people are leaving fast and the average person is not very experienced. And so then, we backed that up and then we really kind of see, “Well, how are the supervisors treating, encouraging, motivating, supporting, the folks who work for them?” And then we see wild differences in that. So, those are some actions to take to reduce attrition.

Pete Mockaitis
And then the scoreboard is like, “The data was always suspect in terms of the attrition rates.” It’s like, “Well, you know, those were temporary. Those were college summer things,” and so no one every trusted the numbers, or could be held accountable to the numbers because they didn’t believe the numbers. And so, junior consultant here, it’s like, “That’s my job, is I’m making the real attrition numbers,” and then I get all these emails from people being asked to be added to the daily email about the attrition numbers that are the true numbers. And then it’s a game, it’s like they’re saying, “Hey, wow, this call center had their attrition go way down as compared to the previous month. Well, what the heck are you doing?” “You know, we tried this game where we offer this prize when they do such and such, and people are really getting into it.” It’s like, “Oh, okay, we should try that game too.” And it’s a beautiful thing.

Chris McChesney
All right. I got to dissect what you just said.

Pete Mockaitis
All right.

Chris McChesney
Because you hit a couple of really important themes right there. First of all, you had to get good data before this thing worked. So, think of any, I tell, athletics, I know people think that sports analogies are tired, and usually they are, but it’s really applicable here. Nobody is going to follow a game if the scoreboard is suspect for any reason. And so, “It’s not a first down. It’s somewhere between nine and 11 yards.” “No, it’s 10 fricking yards. Your nine and 11 inches, you’re going the other way.” And so, good data comes from good definitions.

So, I’m guessing, as you got into the data, you had to decide, “When did it really count as attrition? When didn’t it count as attrition?” You had to get very clear on the definitions that drove the data. And so, once you had a credible scoreboard, the next thing that you were able to show before people, I’m guessing, cared about it, is you had to show correlation. You had to show that when one number moved, another number moved. And so, this isn’t just something for analysts. Every business manager has to start understanding some basic correlations because, otherwise, you’re at the mercy of your business. “What do I put energy against that’s going to give me a return?” You stayed on that until you found.

Once you found it, once you saw a correlation, everybody wanted to see it. Everybody knew, right? Sometimes it takes a little trial and error, but you hit the two things. You had clean data, and you had cause and effect, then correlation.

Pete Mockaitis
Yeah, that’s good. While we’re reliving these moments, and we talk about correlation, that’s one error I think I met is I thought of correlation as, “Oh, you run the statistics in Excel and you get your R squared and adjusted R values,” but really, no, it’s just sort of like with stock outs, there was other project, it was sort of like for service of technological things. And it’s sort of like “Did the job get done right the first time in satisfaction?” So, you can run a big regression with all your variables and it wouldn’t look that compelling. But then if you look at satisfaction score in which the job was done right the first time on one half of the slide, and versus the job was not done right the first time, it’s like then it looks like it’s night and day, and that’s a way to make a correlation pop in my view.

Chris McChesney
Wow, that’s very well-said. We’ll do these meetings where we’ll get…and we like to get the action very close the frontline so we’ll work with leadership teams that are trying to do lead and lag measures three levels, four levels, above the frontline, and we’re like, “Sorry, let’s just break the goals down, let’s get those targets as close to the frontline as possible, and then we want to see half a dozen different scoreboards on a variety of things that are key bets for making the big number move.”

And then what we’ll do about three months in, four months in, we’ll do a report out. So, we’ll have the big bosses come down and talk to the managers and the teams, these are great sessions, and the teams will teach him what they’ve learned, like, “We tried this lead measure. I know we’ve been saying it for years. Didn’t have any effect. But, look, we just measured it differently and we did this, and now look at the results. Look, we got four weeks in a row, we’re moving the lag measure.”

And these VPs are seeing insights into the business and they get very excited about talking to what these frontline teams, and it’s a huge deal for the frontline teams because they’re getting some spotlight right now.

Pete Mockaitis
Yeah, that’s cool.

Chris McChesney
Oh, I got a book recommendation for you if you want.

Pete Mockaitis
I’m listening.

Chris McChesney
A lot of people like Patrick Lencioni.

Pete Mockaitis
Oh, yeah, we had him on the show. He’s great.

Chris McChesney
Okay, great. Yeah, he is great. Maybe his least-read book is my favorite, and it’s The Three Signs of a Miserable Job. He likes it too. He’s re-releasing it. He thinks the reason it doesn’t do so well because nobody wants to be carrying that title of a book around the world.

Pete Mockaitis
Get it on Kindle and hide it.

Chris McChesney
So, now he’s going to call it The Secret of Engagement, or something like that. But our 20 years on execution and his work really walked parallel paths. And the three signs of a miserable job are anonymity, irrelevance, and immeasurement.

Pete Mockaitis
Yeah, sounds miserable to me.

Chris McChesney
It sounds miserable. Anonymity, “Nobody cares what I’m doing.” Irrelevance, “It doesn’t matter.” And immeasurement, “I don’t know if I’m winning or losing.” And so, people don’t want oppressive data that doesn’t really tell the whole picture, and they’ll resist that stuff. But really helping, when they can actually influence creating a, and we use this words, high-stakes winnable game, you can get a great deal of engagement right there.

Pete Mockaitis
Okay. Cool. Well, let’s talk, finally, the fourth discipline here, creating a cadence of accountability. How do we do it?

Chris McChesney
So, this is one where it’s almost like if you think about disciplines one, two, and three as setting up the game. One is the target, two is kind of the how, three is sort of encapsulating it in a scoreboard, four is how we play the game. And now we’re going to go full circle back to the urgency thing. You can’t beat the urgency thing. You have to sort of trick your own brain. The way this works is everybody on the team makes a commitment during this little meeting, so every week at the same time, 20-minute meeting, Tuesdays at 9:00, it’s Tuesdays at 9:00, no matter what, you have to be kind of a freak about it, okay?

Pete Mockaitis
Okay.

Chris McChesney
We’ve got this meeting around this scoreboard, call them WIG sessions. And everybody in that meeting reports on the thing they committed to do last week that would have an impact on the scoreboard. So, I take one commitment. Like, we have a lead measure of interviewing 80% of our first-time accounts. But I could tell now that the script doesn’t look really good, so my commitment for the week is we’re going to rewrite that script, or, “The rent of Solaire office is really struggling. I’m going to meet with Marty, and we’re going to go over such.” Something I’m going to do every single week. In that meeting, everybody has to say, “Here’s what I said I was going to do last week. Here’s the impact it had on the scoreboard. And here’s my commitment for next week,” and that’s all they say.

Next person, “Here’s what I did. Here’s what my scoreboard looks like. Here’s what I’m going to do next week.” Like, brainstorming, problem-solving, something’s come up, out of this meeting. This thing, you are in and out. If you can do it in 20 minutes, great. And there’s this sort of two things about this. One, the commitments can’t come from the boss. You pull this, you don’t push it. So, the boss sometimes sits there chewing their tongues out because they know what they want to have done but, no, no, you got to ask everybody, “Give me that. What is the one thing, Pete, you’re going to do this week that’s kind of the biggest impact on one of those lead measures?” It’s like just-in-time strategic planning.

And then you know next week, we have people say all the time, “You know what, it was Thursday night and I had that week session Friday morning, and I was up till 2:00 o’clock in the morning. Like, I was not…” People don’t want to disappoint their bosses.

Pete Mockaitis
Yes.

Chris McChesney
They won’t disappoint their peers. They don’t like to disappoint their bosses. They could get over that. But we found that when it comes to peer accountability, they take it really seriously and you get really good commitments and you get energy. And then four, five, six weeks of non-urgent activity because these commitments would never make anybody’s to-do list but they’re the most important thing you could do to drive the lead measures. And so, that’s really the secret of the whole thing, is we just start to mind-harvest, pick your metaphor, energy against that scoreboard every single week until the team realizes, “We’re doing something nobody’s been able to do before, and it’s moving,” then we get the pop in engagement. That’s our story.

Pete Mockaitis
Yeah. Well, that’s exciting and, certainly, I see what you mean about tricking your brain with the urgency, is it’s now urgent in that you don’t want to look like a fool, you don’t want to let people down, and the clock is ticking that you’re going to have to say something on Friday, so, hopefully, it’s going to be a good something.

Chris McChesney
And the day job has all that stuff built in, that’s why the day job has its own accountability system called your neck. Like, you get a phone call, like people get mad at you, you don’t want that phone call, so we do that, right? But the goals, the goals need a mechanism to create the same kind of urgency that the day job has. And if you could do it in a way where people feel like they’re part of something, and this is what we found.

So, I gave you the quote on Lencioni’s book “The Three Signs of a Miserable Job.” I’ll give you another one. It’s an HBR, Harvard Business Review, article, May 2011, there’s also a book by the same name called The Power of Small Wins, and it goes back to a research that was done in the ‘60s by a guy named Frederick Herzberg. And Herzberg said, those of you that have had MBA classes recently, his name comes up. He came up with this theory, and he said, “Look, the stuff that people quit over – pay, best friend at work, job conditions, benefits – does not engage them.”

I’m going to say that again, “The stuff people quit over does not engage them.” Don’t quit over pay, whether they have a best friend at work, whether they like…they’ll over quit all that stuff. There’s only two things that engage people, really create engagement, and it’s “Am I winning? Am I progressing? Is it working? Is there some progress?” and “Does it matter? Is it a winnable high-stakes game?” And so, what we tell people is, “Look, don’t get overwhelmed by this. If you’re a leader, your team doesn’t have to feel that way about everything. The day job, 80% won’t feel that way most of the time. It’s okay. But if you can create a high-stakes winnable game around that 20%, that one thing, it affects the way they feel about everything else.” And I would even say in raising teenagers, it’s the same thing. Find one thing in that kid’s life that they’re wining at and they feel good at, it has an impact on everything else.

So, I’ll tell you, after 20 years, that’s what we’ve learned. If you can create a high-stakes winnable game for people, it has a profound effect on morale and engagement.

Pete Mockaitis
Yeah, I love it. And I think it’s true all of life in terms of, in my own experience, it’s like, “I got to feel like I’m winning something.”

Chris McChesney
Yeah, right. Give me something, yeah.

Pete Mockaitis
It’s like I might feel like a lame dad or a lame husband, but if I’m winning at work, it’s like, “Okay, life has some color,” or vice versa, I might feel like, “Oh, man, COVID hits, my downloads are down. You know what, man, but I’m having a blast with my kids.” Like, you got to be winning at something.

Chris McChesney
Right. Right. Right. And so, that’s the question to leaders, right? Do the people who work for you feel like there’s some part of what you’re doing that feels like a high-stakes winnable game? And if they do, they won’t forget it. It’s a much bigger deal to people than you think.

Pete Mockaitis
Yeah. Well, Chris, tell me, anything else you want to make sure to mention before we hear a couple of your favorite things?

Chris McChesney
That’s it. That’s our story.

Pete Mockaitis
All right. Well, can you give us a favorite quote, something you find inspiring?

Chris McChesney
“This is the true joy in life, being used for a purpose, considered by yourself to be a worthy one, instead of being a feverish little clot of grievances and ailments, complaining the world will not dedicate itself to making you happy.”

Pete Mockaitis
I’ve heard that. I forgot who said it.

Chris McChesney
It’s on the tip of my tongue. That was the one that I was looking for.

Pete Mockaitis
It was nice. It was well-done. The clot grievances is always like, “Oh, man.”

Chris McChesney
Yeah, be a force of nature, right? Attack something. Bring something down.

Pete Mockaitis
And how about a favorite book?

Chris McChesney
You know what I’m reading right now? I’m reading the, the biography of Hamilton that Lin-Manuel Miranda based the Broadway play on. And my wife and I are just crazy for the play. And the biography is stunning, and it’s just a really inspiring story of someone who had no business having an impact on the world that he had. Chernow is the guy’s last name, the Hamilton biography. It’s fantastic.

Hey, on this topic, more to this topic, although I tell you, the book I read before that was Robert Greene on Mastery. And I actually had all my kids, we did at dinner, and you could only come to dinner if you had read at least the first chapter of Mastery. And it’s really an interesting perspective on the whole career conversation.

Pete Mockaitis
Thank you. And how about a favorite habit?

Chris McChesney
Waterskiing. I’ve got to do a lot of it because I haven’t been on the road, so this is my summer of slalom waterskiing. That’s my addiction.

Pete Mockaitis
And is there a particular nugget you share that really connects and resonates with folks, they quote it back to you and they highlight it in your book, etc.?

Chris McChesney
There will always be more good ideas than there’s capacity to execute them.

Pete Mockaitis
I find that very comforting because…

Chris McChesney
Good, because you don’t have to bring them all down. Right?

Pete Mockaitis
Yeah. And, in a way, it really is a blessing. It’s like it’s such abundance. We can sort of enjoy that as opposed to be stressed out by it.

Chris McChesney
Thank you. Right. Because it kind of shames us in one moment. But, you’re right, it’s just great to realize. Because there is this onus sometimes when we think, “Oh, that. Oh, I didn’t do, and we didn’t follow up on that.” Like, yeah, trust me, you and everybody else.

Pete Mockaitis
Right. It’s so funny, sometimes when I have lots of opportunities, and I think even in business, it’s like I find that sometimes I get more stressed, and it’s like I’m enjoying my work less, it’s like, “What’s this about? Like, this is good. This is good.” So, yeah, thank you. It puts it right in the frame, right back where it needs to be. And how about if folks want to learn more or get in touch, where would you point them?

Chris McChesney
All right. So, you go on Amazon and look up The 4 Disciplines of Execution, which is our book that has done way better than we ever thought it would with a title like that, with the words discipline and execution. If you don’t have high hopes, would you launch that book? It continues to be a bestseller to our delight and amazement.

And then if you go to, all one word, ChrisMcChesney4dx.com that will take you to my website and kind of the work that we do. Or you can go to the FranklinCovey website, that works as well, and you can find me there.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Chris McChesney
I’ll just go back to the one I said a minute ago. Find something outside your job description, within your circle of influence, and get your team treating it like a high-stakes winnable game. If you can do that, you’re not a manager. You’re a leader.

Pete Mockaitis
Chris, this has been a treat. I wish you lots of luck.

Chris McChesney
Right back at you.