A bald man’s best friend

All we really want in business is success. But… How do we unlock that success?

At TGS we have found a novel solution: WIGS. To be crystal clear, we’re not talking about a balding man’s favourite fashion accessory… but Wildly Important Goals!

*This strategy is taken from the must-read book “4 Disciplines of Execution” by Chris McChesney & co.

For now, though, remember these three stages:

Start by asking yourself: What is the one area where change would have the biggest impact, assuming all other areas of operation remain the same?

A WIG might relate to an aspect of your everyday working life that needs improving. Or on the contrary, something completely new! WIGS should be expressed in the form of “from X to Y by a certain date”.

Lead measures precede the action planned and executed in order to achieve a WIG. A lead measure should be predictive and influenceable by the team, which focuses on tangible results (at a weekly or daily resolution).

Compelling scorecards keep people motivated and engaged. Teams engage when they keep score, so they can see if they are winning or losing. The scorecard should include a few lead measures that indicate progress.

Your scorecard should establish a rhythm in terms of accountability. Make sure you review the scorecard, report on commitments, state the outcome and specify the next steps to take.

TGS top tips and quick tricks:

• Don’t force too many WIGs on your team. Two or three is plenty. Ask yourself what is the smallest possible number of battles needed in order to win the war.
• Make sure your team have their say when defining lead measures.
• Stick to specific outcomes – but be sure not to repeat the same commitment for more than two weeks in succession – and never accept unfulfilled commitments.