From: L. Michael Hall
2016 Meta-Coaching Support: Morpheus #16
April 23 2016 （2016 年 4 月 23 號）

Writing about The 4 Disciplines of Execution (2012) I ended last week’s article with a description of these four disciplines:

上周的文章有關于四個實踐原則(2012)，我用以下叙述做結尾：

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.

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。

This is how you get things done: Focus— Leverage — Engagement — Accountability.  The authors present these disciplines as the science and strategy which supports the ability to actually implement goals.  Since this speaks to the very heart of what you do as a Meta-Coach, I summarize it here to expand your understanding of the implementation process.  After all, this is not only a key theme in Neuro-Semantics, it also determines your success with your clients which will get your clients coming back for more.

這是你如何完成任務的方式：具焦-杠杆-投入-當責。作者用支持真正可以執行目標的科學和策略呈現這些定律。既然這也說明身爲大成教練的核心，我在這裏做個摘要擴充你對執行進程的理解。畢竟，這不但是神經語意學的關鍵主題也决定你案例成功使客戶更要繼續雇用你。

Consider the way these four disciplines work together, how you can use them, and how you can enable your clients to use them to reach their desired goals.  The authors call these “disciplines” meaning a regimen or a structured process you set up to effectively achieve each.  I have here related them to the Well-Formed Outcome pattern.

想想這四種定律的運作方式，你可以如何使用它們以及如何使客戶采用它們達到渴望的目標。作者稱這些爲「定律」意味著是一種你可以有效建立達成每一種定律的管理辦法或是有結構的進程。我在這裏將它們關連到完善效果套路。

Discipline 1: Focus. 

  You already know that this is about the opening coaching question, “What do you really want?”  Make sure it is highly desirable, compelling, and inspirational for your client.  Is it aligned with the person’s values?  To generate an engine of motivation so a person acts on and carries through on the goal, the goal must be compelling and mobilizing one’s highest intentions.  Write what you want using the template: “From X to Y by when.”  This details most of the landscape: What you are moving away from (X, present state), what you are moving toward (Y, desired state), and the time-line (by when).

紀律 1：具焦

你已經知道這是教練提問的開場問題：「你真正要甚麽？」確保它是客戶高度渴望以及吸引他的。它是否跟客戶的價值一致？要産生動力的引擎使客戶采取行動和繼續達成目標，那個目標一定要扣人心弦以及動用到他最高的意圖。你可以采用此模版：「從 X 到 Y，甚麽時候到 Y？」這就可以畫出幾乎整個布局：你遠離甚麽東西（X，現有狀態），你朝向甚麽東西（Y，渴望狀態）以及時間綫（甚麽時候做到）

“Improving our ability to multi-task actually hampers our ability to think deeply and creatively … the more you multi-task … the less deliberative you become; the less you’re able to think and reason out of a problem.”  Jordan Grafman, National Institute of Neurological Disorders and Stroke.

“An objective well stated is at least half the answer to reaching it.” Charles Hughes, 1965, p. 29

「加强一心多用的能力其實妨礙我們深度和創意思考的能力。你越是一心多用，你會變成比較不慎重，比較不能思考和找出問題的理由。」喬登葛曼，神經失能和中風的國際協會。「一個好的目標定義至少已經是達成目標的一半。」查裏修格，1965,第 29 頁

Discipline 2: Leverage with lead measures.

You know how to do this if you know how to ask questions 7 and 11 of the WFO questions.  “What do you have to do to get what you want?”  “How many other things do you have to do?”  Once you make a list, identify the key activities that give you leverage over your ultimate outcome.  What actions are most critical?  What behaviors predict that you will achieve your outcome?  The critical activity could be something very small and simple like “15 minutes of cardio-vascular exercise every day.”   The key is that it gives you leverage on your big compelling goal.

紀律 2: 領先指標的杠杆效益。

如果你知道如何提問第 7 和第 11 的完善效果問題，你就知道如何做到這個。「你要做甚麽得到你要的？」「你還有多少事情要做？」一旦你列出清單，辨識哪些關鍵活動提供你最終效果的杠杆效應。哪些行動是最重要？有哪些行爲預測你可以達成效果？重要活動可能是可以這樣的簡單：「每天 15 分鐘的心肺運動。」關鍵是它會提供最吸引你目標的杠杆。

“To achieve a goal you have never achieved before, you must start doing things you have never done before.”  Jim Stuart

“If you want to achieve a certain goal, don’t focus on the goal itself but on the lead measures that drive the goal.” (p. 19)

“Management was swimming in data, but not focusing on the data that would really make a difference.  The key is to isolate and consistently track the right levers.” (p. 55)

「要達到你從沒達到過的目標，你一定要開始做你沒做過的事情。」吉姆史特

「如果你要達到某些目標，不要專注在目標本身而是專注在驅動目標的領先指針」（第 19 頁）

「管理層是在數據裏游泳而不是專注在真正會做出改變的數據。關鍵是要隔離幷一致性追踪正確的杆子。」（第 55 頁）

Discipline 3: Create a Scoreboard with the lead measure.

This is new.  We have never emphasized this.  Set up a visual way to track how you are doing as you activate the leading leverage activity.  Create a scoreboard or dashboard or visual representation so that you can quickly look at it and tell if you are winning or losing.  Do you need to write four pages every day for six months to write the book you want to write?  Then do you have a scoreboard that lets you see in a glance if you are doing this leverage action?  The scoreboard could be a checklist— so a check means you have done the activity.  I have a “running book” that I began in 1975.  Each page represents three months—12 lines, one for each week and seven vertical boxes, one for each day of the week.  I record the number of miles I run each day.  One glance at the book and I can tell,

“I’m doing it.  I’m achieving my goal.”

紀律 3：用領先指標設置醒目計分表。

這是新的。我們從來沒有强調這個。當你啓動領先杠杆效應活動時，建立一種視覺方式來追踪你做得如何。設置醒目計分表或儀錶板或視覺表使你可以很快看到幷知道自己是否勝利或輸掉。你是否需要每天寫四頁共寫 6 個月才能寫完你要寫的書呢？如果你有做這樣的杠杆活動，那麽你是否有醒目計分表使你一目了然？計分表可能是一張檢查表，你打勾就算你已經完成該活動。我在 1975 年的時候就開始有一本「跑步筆記本」。每一頁代表三個月，12 行，一行一個星期和七個垂直格子，一個格子一天。我每天記錄自己跑了多少英里。一看本子我可以告訴我自己：「我在做，我在正達成目標。」

Long ago (1965) Charles Hughes wrote about this: “Yardsticks and target dates must be determined before the work has actually been finished; otherwise it will be impossible for the individual to know when he has done a good job.  This is particularly important for the highly motivated goal seeker who, with her strong need for feedback about his progress, always want to know how ‘the game will be scored.’” (Goal Setting, p. 115)

很久以前（1965 年）查裏修格寫過：「工作真正完成前，一定要先决定旗竿和目標日期；不然要他知道自己表現好是不可能的。特別是那些高度激勵目標尋覓者，對于自己的進度，他們有很强烈的反饋需求，經常要知道「游戲得分」如何。（目標設定，第 115 頁）

Discipline 4: Ownership via peer Accountability.  

This is the discipline of making sure your social context (e.g., your family, your team, your community) knows your goal and regularly asks you about it.  This is the discipline of monitoring how you are doing, testing it, and accepting responsibility for how you are doing.  Are you following through?   In one organizational survey, a staggering 81% said they were not held accountable for regular progress on the organization’s goals (p. 6).

“Great teams operate with a high level of accountability.  Without it, team members go off in all directions with each doing what he/she thinks is most important.” (p. 78).

定律 4: 透過同仁當責的自主權

這是確保你的社交場景（例如家人，團隊，社團）知道你的目標幷經常問你有關于此目標。這是監視你進行得如何，測試它幷接受你進行方式的責任之定律。你是否貫徹執行？在一家組織調查，令人吃驚的 81%員工說他們不負責公司目標的一般進度。

「很棒的團隊用很高度的當責在運作。沒有它，團員像一盤散沙，各自做自己認爲最重要的事情。」（第 78 頁）

When you have all of these things in place then you or your client knows:
What you want, your goal or outcome   — Question #1.
What you need to do to get what you want. — Questions #7 and 11.
How you will own the goal.— Questions #8, 9, and 17
Why you want to do it, what drives you.        — Question #3.
The resources needed to make it work.  — Questions #14, 15, and 10.

當這些東西都備齊後，你或客戶就知道

你要甚麽，你的目標或效果 – 問題 1
你需要甚麽得到你所要的 – 問題 7 和 11
你要如何擁有目標  – 問題 8,9,17
爲甚麽你要做，是甚麽東西驅動你 – 問題 3
所需要的資源使它可以運作   – 問題 14,15,10

翻譯：方秀紅
注：如翻譯有誤解原意，純屬翻譯者對內容的誤解。內容還是以原文爲准。