From: L. Michael Hall
2016 Meta-Coaching Support: Morpheus #15
April 13 2016 （2016 年 4 月 13 號）

As a coach, one of your highest and most dominating goals and attitude should be to enable your clients to execute their goals and plans and to succeed in achieving their dreams.  I would guess that that is obvious.  What’s not so obvious is how— how do we do that?  And, of course, this is where Neuro-Semantics comes in with our focus on transferring things in the mind into those in one’s neurology (mind-to-muscle) as well as our focus on moving from Quadrants I, II and III into Quadrant IV of self-actualizing meaning and performance.  To that end, as a Meta-Coach, you start with the well-formed outcome questions and then the refining questions.

身爲一位教練，你其中最高和最重要的目標和態度之一應該是要使客戶執行他們的目標以及計劃以及成功達成夢想。我猜這應該很明顯吧。不是那麽明顯的應該是「如何」，我們要如何做到？當然，這是神經語意學所能够做到的，我們專注將他的大腦東西轉到他的神經系統裏（大腦到肌肉）也專注從第一，二，三象限轉移到第四象限的自我實現意義和表現。要到那終點，身爲大成教練，你要先從完善效果提問開始接著精緻提問。

Recently, I read another book on the subject of executing what you know, a book from

FranklinCovey Co., The 4 Disciplines of Execution (2012).  And in that book, I have just learned a new distinction about the process of measuring which can have a tremendous impact on getting people to successfully implement what they know.   Now while it is actually a familiar distinction, it is not one that I thought about using and especially using in a coaching conversation.  Yet like many highly insightful distinctions, once you hear it and learn about how to use it, it seems so obvious that you will probably say, “Why didn’t I ever see that before?”  This distinction will also have a tremendous effect on how we train coaching skills in Coaching Mastery in the future.

最近我閱讀一本書有關于執行你所知道的，書名：執行力的修練：與成功有約的四個實踐原則（2012）。我從那本書學到有關于指針進程的新特徵，它對于人們要成功執行所知道的東西會有很大的衝擊。其實它是一個熟悉的特徵，但幷非是我想要采用的，特別是在教練對話。然而跟許多高度內洞察特徵一樣，一旦你聽到幷學習使用它時，它是如此明顯到你可能會說：「爲甚麽我之前沒有看到呢？」這種特徵也將對于我們爾後如何訓練大成教練課程有很大的效應。

Think about a goal, any goal.  How will you know that you have achieved your goal?  “Well, that’s obvious, I will look at the results that follow from what I do.”  Did I get the results that I wanted?  Did I reach the outcome I set out to reach?  If so, then you have one way to measure the success of your goal.

想想有關于一個目標，任何目標。你如何知道你已經達成目標了呢？「很明顯，我會看到我做的事情所帶來的結果。」我有沒有得到我所要的結果？我有沒有達成我所要的效果？如果是這樣，你有一種方式衡量目標的成功。

Measuring the effectiveness of the goal setting and striving process in this way is measuring after the process.  You are looking to see if you succeeded when it is all over.  This way of measuring is an after-the-process measure.  It is obviously important and yet the problem with measuring things in this way is that the measure lags behind what you do.  And because it lags, this measure cannot change or influence the goal-achievement process.  It is a measure that indicates what happened historically.  It is totally powerless to affect the future.

測量目標設定的有效性以及這種方式的力求進程是進程後的測量。當事情都過去，你在看是否你已經成功。這種測量方式是進程後的指標。這很明顯是重要的，但是用這種方式測量東西是你所做的事情的落後指標。因爲它落後，所以這種測量不能改變或影響目標達成的進程。它是測量過往發生的事情。它對于未來是完全沒有力道的。

Another way to measure takes a very different approach.  You could measure the activities that you use in going after the goal.  You could look to the things that need to happen prior to reaching the goal and measure how you are doing on those actions.  Are you doing what needs to be done?  How are you doing in those activities?  The benefit of measuring prior activities is that these are the actions that influence the results.  Therefore these measures give you the ability to adjust your actions and control the results you get.

另一種測量方式采取完全不一樣的方式。你可以測量你采用要追逐目標的活動。你可以在還沒有達成目標時看到需要發生的事情和測量你要如何做那些活動。你是否在做所需要做的事情？那些活動你進行得如何？這種事前測量的好處是在于這些動作影響結果。因此這些指標提供你調整行動的能力幷控制所要的結果。

In the 2012 book, The 4 Disciplines of Execution, the authors call the first measure lag measures and the second one, lead measures.  They describe these leading measures as operating like a lever thereby giving a person leverage to influence the results and to predict what’s going to happen.  That’s because the lead or leverage measures lets you know what to do to influence what eventually you will get.  The lever metaphor suggests that when you have a massive rock to move, and you cannot do it with brute force, a lever on a fulcrum will enable you to move it.

在 2012 年的書籍，執行力的修練：與成功有約的四個實踐原則，作者將第一個指標叫做落後指標而第二種叫做領先指標。他們將這些領先指標形容爲跟杆子一樣的運作，因此提供他人影響結果幷預測要發生的事情的杠杆。因爲領先或杠杆指標讓你知道要做甚麽去影響最後你會得到的東西。那個杆子隱喻建議當你有很大的石頭要移動時，你不能用莽力而是要用杠杆在支點上會讓你移動它。

With leading leverage measures you can predict what will happen and change what you are doing before the end and thereby influence the results you get.  Now you can even set up experiments to see what works and what doesn’t.  “If I do X, then Y should occur, let’s see if it does.”  And best of all, this gives you an area to focus on: What can I do that will give me the highest leverage in order to achieve my goal?  What actions will let you know that you are moving forward, getting better in what you are doing, and assure you that you will reach your goal?  McChesney and his co-authors call this the “secret of excellence in execution” (p. 136).

有了領先指標，你可以預測將會發生的事情幷在結束前改變你正在做的事情，因此影響你得到的結果。這時候，你甚至可以建立測驗檢查是否甚麽是可行，甚麽是不可行的。「如果我做了 X，那麽 Y 會發先，我們看看是否會發生。」最好的是，這樣的方式提供你具焦的地方：我可以做甚麽使我有最高的杠杆達成我的目標？有哪些行動會讓我知道我正在往前，我正在做的事情進行得很好幷確保我會得達到我的目標？麥切斯尼和另外兩位作者稱這個爲「卓越執行力的秘密」(第 136 頁)

Now in the Well-Formed Outcome pattern (WFO) we ask for the lag measure when we ask Question #18, “How will you know that you have reached your goal?  What will be your evidence?”  That gives us the KPI for the goal.

我們在完善效果的第 18 個提問，問了落後指標。「你如何知道你已經達到目標了？你的證據是甚麽？」這提供了目標的關鍵指針。

It is Questions #7 and #11 that—in a hidden way—ask for the leading measure although we have not framed it as a leading leverage measure.  “What do you have to do to get what you want?”  That gives you the critical actions needed for achieving the goal.  Now if you list all of them (“How many things do you need to do?”) then some of these will probably be the leverage measure by which you can control the results you want.

第 7 和第 11 提問，用隱藏方式問了領先指標，雖然我們沒有將它設定爲領先指標的框架。「你要做到甚麽得到你所要的？」這提供你哪些需要達成目標的關鍵行動。這時候，如果你列出所有的行

（「你需要做都少東西？」），那麽有些行動可能是可以用來控制你要的結果之領先指標。

Even more empowering is picking just one leading leverage measure and focusing on that.  If you do, you now have a specific action that will contain within it high leverage for success.  And if you set up a scoreboard for that one specific activity, you will have a possible leverage behavior that will predictably assure you of success.  By then tracking that one behavior, you have a scorecard and that will let you know — moment-by-moment — how you are doing.

還有更賦予力量的是挑出一個領先指標幷專注在它。如果你那樣做，這時候你就會有具體的行動得到很高的成功的勢力。如果你爲那個具體的行動設置計分表，你會有可能的杠杆行爲預測確保你成功。因此追踪一個行爲，你有計分表幷也會讓你知道，時時刻刻，你進行得如何。

This is the second “discipline” of the four disciplines of execution.  The first is the discipline of focus— deciding on a wildly important goal.  Then the discipline of leverage— the key behavior that influences reaching your goal.  Then the discipline of engagement— using the scoreboard which wins a person’s commitment to the goal because he or she can tell when they are winning.  The fourth discipline is the discipline of accountability or ownership— being held accountable by one’s immediate peers. [More next week]

這是執行力的修練之第二個「定律」。第一個是具焦定律 ─ 鎖定極重要的目標。接著是杠杆定律 – 影響達成目標的關鍵行爲。然後是投入定律 ─ 采用醒目計分板贏得他人對于目標的承諾因爲他才能知道自己邁向勝利之路。第四個定律是建立當責節奏，把績效得分前推進而向整個團隊做出承諾。[下一期有更多的介紹]

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