Redbud Physical Therapy Regional Director Jeff Jankowski Publishes Piece For PPS Impact Magazine
Have you ever come to the end of a week, month, or even a year and become frustrated because even though you felt like you were working yourself to death your key metrics didn’t move? If so, you are not alone. This type of activity without success can lead to low employee morale and cause them to look outside your organization for fulfillment at work.
Around a year ago I was exposed to Chris McChesney, Sean Covey, and Jim Huling’s book The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (Free Press, 2012), and it has helped to dramatically turn around our company. We have a company of 15 locations, but the principles in this book will work from single locations all the way to huge corporations. The 4 Disciplines of Execution (4DX) are simple but powerful: (1) Focus on the Wildly Important, (2) Act on the Lead Measures, (3) Keep a Compelling Scoreboard, and (4) Create a Cadence of Accountability.
Focus on the Wildly Important In Discipline 1, Focus on the Wildly Important, we see that basically the more you try to do, the less you actually accomplish. Selecting one (or, at the most, two) extremely important goals instead of trying to improve everything at once helps provide clarity to the team that this is the goal that matters most. Remaining focused on the wildly important goal can help you and your team avoid getting caught up in the whirlwind of activity that is tossed at us every week and not accomplishing anything.
Act on the Lead Measures Discipline 2 teaches us to Act on the Lead Measures. In this Discipline we learn that all actions are not created equal. The authors teach that lag measures are the “tracking measurements of the wildly important goal, and they are usually the ones you spend most of your time praying over.” In our therapy clinics these could be revenue, profit, customer satisfaction or employee satisfaction scores. In other words, by the time you get a lag measure, it is history and you can’t fix it (hence it “lags” behind). In contrast to the lag measure, the lead measures are the high-impact things that your team must do to reach the goal. A good lead measure will be predictive of achieving the goal, and it can be influenced by the team members. Examples of lead measures in physical therapy would be visits/week or new evals/week. Again, the lag measures are what you are trying to accomplish, but the lead measures will help you get to the lag measures. In looking at my own company’s history, I realized that we had been pretty good at tracking lag measures but had missed the important step of acting on lead measures. Once we shifted the focus to a 4DX model earlier this year, every one of our metrics has improved, along with employee morale.
For the rest of Jeff Jankowski’s article click here!