• Campus Improvement Planning 

    Denton ISD uses the FranklinCovey Leadership:  Great Leaders, Great Teams, Great Results model for improvement planning.
    Based upon the 4 disciplines of execution, campuses focus on the “Wildly Important Goals (WIGs), “a goal that makes all the difference. Failure to achieve this goal renders any other achievements inconsequential.”
    Great leaders realize they can execute only two or three goals with excellence at one time. There will always be more good ideas than the capacity to execute. Jim Collins, author of Good to Great said, “The enemy of the great is the good.” Organizations have to say no to good ideas. The law of diminishing return shows when an organization has two to three goals, it is likely to achieve the goals. With four to ten goals, the organization is likely to only achieve one to two; and it is unlikely to achieve any of the goals when there are more than ten goals.
    A WIG must have a clear finish line and written as (verb) (measure) from (x) to (y) by (when). This is known as a “lag measure.”


    Once a WIG (or “lag measure”) is established, “leads” can be developed. Whereas “lag measures” measure the goal, “lead measures” measure what leads to the goal. Leads are predictive and can be influenced.

    For instance, if you want to lose weight, a “lag measure” is weight loss. “Lead measures” are diet (calories taken in) and exercise (calories burned). They are more predictive and more influenceable. But human beings tend to focus on the lag measure even though it is not directly influenceable. Because the lag measure matters. It’s the thing that you want or it’s the thing you’re accountable for. And the data is always easier to get. In weight loss, I can get on the scale and know what the data is telling me. I don’t know how many calories I’ve eaten; and I don’t know how many I’ve burned.
    Lag measures show past performance, appear too late for course correction, and are easier to measure.
    Lead measures are predictive of future results, are influenceable weekly, and are more difficult to measure.
    Both measures are critical to the success of an organization. 
    Great teams invest their energies in the few activities that have the most impact on the WIGs. The "80/20 rule" states that 80% of results flow from 20% of activities. As a team, you must ask, what critical activities, if done with excellence, will have the greatest impact on results?
    It is essential to keep a compelling scoreboard. A scoreboard is visible (located where everyone can see it), visual (displayed with lag and lead measures in one place), engaging, doable, and concise.
    Finally, there must be a cadence of accountability.  
    This process involves a 15-minute meeting every week for every team that owns the Wildly Important Goal. The meeting focuses on one key question. "What are the one to three most important things I can do this week to impact the scoreboard?" In this WIG session, teams focus on one key question. "What are the one to three most important things I can do this week to impact the scoreboard?" In this WIG session, each person takes about a minute to

    1)      report on last week’s commitments;
    “Did I do what I said I was going to do?”

    2)      review the scoreboard; 
    “Is the lead measure moving and is the lag measure responding?” 

    3)      make commitments for next week.
    “What am I going to do in this upcoming week to impact those lead measures?”


    For more information on The 4 Disciplines of Execution, visit http://the4disciplinesofexecution.com/, and click on "Execution Overview Video."