Some of our clients use Franklin Covey’s methods to improve human and organizational performance, including the use of WIGs (Wildly Important Goals). I’ve wrestled with how to integrate Covey’s approach, which is sometimes loosely or creatively applied, into the balanced scorecard framework in a way that is disciplined, consistent, and simple to understand.
Recently, it dawned on me that WIGs are really based on the concept of contribution – a concept we use when measuring performance in the balanced scorecard framework. So first, I need to explain the concept of contribution.
I recently wrote a blog (Skinny Jeans and the New Math
) in which I was trying to watch my weight but could not directly measure my weight via a scale, so I used a correlate measure based on a pair of skinny jeans in my suitcase. A different technique to measure something indirectly is to use a contributing measure
. A contributing measure is something you can measure directly and which you believe will influence the results on the thing that you cannot measure directly (in this example, my weight). I actually have two contributing measures that I use while traveling, but until now I haven’t told anyone my secret.
Science has shown that several things contribute to weight gain or loss. I have chosen two that are within my control and are easily measurable: (1) How often I eat sweets while on a trip, and (2) How often my gym shoes actually get removed from my suitcase for a brisk walk around the hotel. By setting goals of one or fewer desserts per week (chocolate is my weakness) and using the gym shoes at least once a week, I can keep track of these two contributing measures, both of which will influence what the scale will say when I finally get home.
And that’s exactly what Franklin Covey’s WIG approach is. It’s a series of contributing goals/measures in which one action influences resultant performance on another.
So, how can the Covey methodology effectively integrate with the balanced scorecard framework? Here’s how: An executive’s WIG must be based on either a strategic performance measure / target or on a strategic initiative. These are two scorecard elements that are most likely to have actionable contributing factors that an individual can relate to. The contributing WIGs (which individuals are tasked to create to support the executive’s WIG) are the individual activities or measurable milestones or measurable contributing indicators that ensure individual performance
contributes to the overall executive WIG, thereby contributing to the execution of organizational strategy
. To further align the Covey execution methods to the organization’s strategy, a disciplined process should be deployed at Tier 3 (individual and team performance objectives for the scorecard system) to ensure that the individual understands the strategic context of their personal and team WIGs.
To learn more about how different frameworks integrate into a logical, holistic system to improve organizational performance, we invite you to explore The Institute Way: Simplify Strategic Planning & Management with the Balanced Scorecard