20th Aug | ALP8 - Strategy Execution - 4DX | Rupanuga Prabhu

Har Krishna. Har Krishna. Krishna please accept humble oencr Krishna Yeah. Mother Gopal Prabhu Har Krishna please please please unmute yourself. Can you sing for two minutes mahamantra or any short budon? Krishna Krishna. Press Fore Krishna Krishna Krishna Harrishna Krishna Krishna Krishna Har please should I continue to continue. Thank you. Thank you. Thank you. Thank you madame. Thank you. Thank you too. So once again please exam thank you for joining so timely and let's begin our proceedings. Today we are starting a new phase in action learning project. Namaste. Hurry Krishna. H Krishna Krishna Krishna Hama Hama

Rama H I'm honored to be in your presence again and thank you for giving me this opportunity and privilege to be with you almost every two weeks. Today as I said we are going to get into a new phase of action learning project. uh many of you I believe have completed the first seven assignments because this one as others builds on what we have done so far. So this phase is called the execution part or implementation part of the project. Um even though it's implementation part we still have to do one more step of planning

before we roll it out. So what is that that we are going to do to begin implementation and after this I believe we have three More sessions together and so let me walk you through the process our website is not fully updated on this and subsequent assignments so please don't go further just stick with me so let me begin sharing Okay. I believe you are the Shimanitai. Prau, you're looking at action learning project 2025 in. Yes, prau. Thank you. Thank you. Har Krishna Babu. So as you can see on the screen we have ALP planning

part up to assignment number seven and then the ALP execution part. And if you click on show more you see these actually we have yes assignment 8 9 10 and 11. They are the execution part implementation part. They will go through 5th October and then you will get time to finalize your report and continue with your execution and the presentations will begin I think on in in January and here are the presentation dates 19th January 26th 2nd February and 9th February. So please pick a date when you are going to present and that will keep

you motivated. And as you know there will be graduation at the at the the annual general meetings in Mayapur. There is also ILS this year international leadership sa. So we look forward to seeing you there in person once again and handing you your certificate in front of the GBC's. So this happens it generally happens in the GBC meetings room. You might have seen the videos from last year. And each participant, each participant who has completed the graduation requirements is invited and there are the GBC generally executive committee chair is there and couple other members. They

hand you some gifts and they give you your certificate. So that's our motivation to keep going and um before you know it'll be February and I'll see you in Mayapur in person. Okay. So we have done these seven assignments as it says here and now we starting assignments 8 through 11. 12 is about preparing your report. Okay. All right. So let's let me see if it will allow me to resume course. Sorry about that. Oh boy. Sign in. All right. So, it brought me back to this for some reason, but let's go. Okay, assignment number

eight. So, this is where we are at. When you click on teach tole learn You will see all of this stuff on the right hand side. The first one it says okay so let me um so once again the steps are the same. We teach to learn we apply the teachings which is called live the lesson and then we do the learning journal journal and share your commitments. So in teach tolearn there are two files here. One is the presentation that I'll walk you through. The second one is an example where this technique has been

applied to the new New Zealand project that we have been uh going through. So what is this lesson about? This lesson is about is called 4 DX four disciplines of execution. four disciplines of execution in short 4 DX. So I will walk you through the presentation and then I will have to remember to come back to this page because I want to go through this page with you. It has the application of those 4DX steps. So let's do that. There is a lot more stuff on this page. So step by step the first one when

you click to download presentation you will get this presentation as you see here and okay this was u we had presented this Earlier. This was then refined and put together by a former uh student leader. Her name is Prabhupad Priya. She's from North America. So grateful to her. She also lived in Reindavan for a very long time. So now we are in this part where we are actually going to start achieving our goals. So the last assignment ended with you developing smart goals. So from those smart goals and you might have multiple smart goals. We

are going to pick a few smart goals. Now what happens when the implementation comes? There are four possible breakdowns meaning four potential failures that can happen. We get to implementation but we don't know what our goal is. We may not know what to do to achieve the goal. And let's say we know what the goal is. We know how what to achieve what to do to achieve the goal, how to achieve the goal, but we don't keep a scorecard. We don't measure our performance. That's a third potential failure. And the fourth potential failure is even

if you do all of the above, if you do not hold people accountable, then the project may not finish. The implementation may not be Success successful. So we're going to avoid these four potential u breakdowns or potential pitfalls in this session. So this is what it is. Uh it is this methodology is patented by you can say u or copyrighted by the Steven Kvy Foundation but the material is pretty widely available because they make money by consulting using this material. So we are not violating any uh rules here copyrights because it's widely available over the

internet. So these are the four disciplines of execution. So discipline one remember the first praw was we may not know the goal. So we want to know the goal and we want to know what is the most important goal and the method uh sorry the terminology they use is they call it wig the wildly important goal wigg so this is the first thing that we'll do the second thing is we will develop some measures as to how can we know that we are succeeding in achieving achieving that goal. Some metrics and there are two types

of metrics that we'll talk about lead measures and lag measures. We'll learn the difference and we will focus on the lead measures that will lead us to accomplishment of the goal, Lead us to success. The third one, the third discipline as you see here is to keep a scoreboard. Remember that was the third pitfall. You may know what your goal is. You may know how to do it but if you don't measure it, if you don't keep a scoreboard, then we we may not be able to accomplish what we want to accomplish because as they

say what is measured what you want to achieve is needs to be measured. What gets measured gets done. So that's the third discipline. And the fourth discipline is now we have all these things in place but we have to create a rhythm of accountability and these are uh weekly meetings. They're very quick meetings. So we will talk about these four disciplines. So the first one first focus on the wildly important stuff. Now the power of focus. How many goals should I focus on? one two three even if you focus on one goal that's good that's

good enough for this particular project and I would say that you stay focused if you focus the research suggests if you focus on a few number of goals anywhere between one and three then you are very likely to accomplish all three goals with excellence. If you focus on a large number of goals four to 10 then Because your focus is split on so many the number of goals that you may achieve with excellence with excellence is only one or two. So it actually drops down when you focus on more goals. Your attention is split and

we don't accomplish those things. If you go further, if you focus on 11 to 20 goals all at the same time, then the research shows that we don't accomplish anything. Okay. So, what are we going to do? We are going to do this. We will focus on one, two, or three maximum. One, two or three maximum goals. So, that's the first discipline we're going to identify. I'll walk you through how to how to figure out what is wildly important. The second discipline is act on lead measures. So what are lead measures and what are lag

measures? Here is an example. Um is there an example? Not here on the next slide. But lead lag measures as it says they lag behind the work. For example, our goal this Jan Mashtmi is Sankarin Gora Prabhu. How many millions of dollars you are fundraising this Janashmi in Indian currency minimum 10 crores. 10 kores. Wow. So this 10 kores is called a lag measure. We will only know after the fundraising is over whether we were able to achieve 10 kores or not. Thank you sashan prabu. Now to achieve this goal of 10 kores, What is

what are the things that you are doing on a daily basis or weekly basis you and your team? Uh basically we like uh we started uh the campaign 4 months before uh or maybe on aksheta day because con is not for geni because construction is happening. So we are because geni time everybody is like willing to give donations for the project. So basically we we sit and discuss and then uh some attractive schemes we make and so that uh people can fit into some schemes. So okay on a on a on a daily basis do

you have a table that you put up at the table at the temple do you have some people making phone calls? Do you have some people going out and reaching out to the patrons? What are you actually doing? Yeah. Yes pro because like we have a office also we have a like people fix up appointments and uh devotees go there and uh at particular appointment then okay let's let's take a pause so people fix up appointments so now fixing up appointment is a so how many appointments you fix per day or how many appointments you

actually have per day or per week. That is a lead measure because having an appointment will lead to a potential donation. Right prau? Yes. Yeah. So we on we we keep an we keep an eye on 10 cr. This is our barometer. How many have we how how much have we done already? If you don't mind sharing the number prau. Yeah. uh around three about 3 kores we have reached and we are updating this barometer but that is a lag measure to move that barometer up we have to work on some measures as you said

we have to work on appointments with these potential donors so now that measure how many appointments is person X doing per week or per day that becomes a lead measure Because the more appointments that we do, the more likelihood of our getting donations. This is something that is within our control. Whether the donation will come or not, that is not in our control. I think reminds you of that verse from Bhagat Gita chapter 2 Autaman Prabhu. Which verse am I thinking? The results are not in our control. Yeah. So, uh Krishna is the doer. Uh

so uh so please please recite that verse in Sanskrit slipped out of mind. So we can only do our duty and it is in Krishna's hand to give us the result. He is the ultimate doer. Yeah. So our duty is to hold appointments to knock at people's doors, go visit them wherever in the office, invite them to the temple, meet with them. So this is the distinction between lead measure and lag measure. Lag will be the amount of money that's coming in. Our goal is 10 crores and lead measure is the number of visits that

we are making, number of appointments that we are holding with potential donors. Okay. So here is another table here that gives you the distinction and some other examples. So lag measure measures the achievement of goal 10 crores we have done 3 crores it's harder to influence we as I said it's beyond our control to make it go from 3 to 10 that that's a result that will happen based on our actions. So the lead measures are more like our actions. Lag measure is easy to measure [clears throat] on a daily basis. You can look at

the barometer how far it's inching up. So the lead measures are they predict goal achievement. If we meet with potential donors then we are likely to get donations. It's easier to influence. It's within our control. How many appointments I do is up to me. How many phone calls I make is up to me or my team. But sometimes the lead measures the lead measures sometimes may be hard to measure. The lag is easy to measure. Lead may be hard to measure. In the example that I gave, it's not so Hard to measure because we can

on a daily basis keep a count of how many um appointments we kept. But here's another example where it may be slightly hard to keep uh to measure the lead measure. Okay. So our lag measure is you know for Badra campaign Vash Shikap Pu has set a global goal of 100,08 Shrimat Bhagatam sets that need to be distributed 100,08. Okay. Somebody has hand raised. Prau is it something that's uh please unmute yourself just by accident. Okay. Anyway, so our lag measure is that we have to distribute 10 100,08 Shrimat Bhagatam sets during this Badra campaign

worldwide. What we can do now that has been divided up by temple. Laguna beach temple has its share. We have we are distributing 250 Shumat Bhagatam sets in this Campaign. And so what we can do is by simply looking at the 250 how many we have done that is not going to help us accomplish the goal. It's important to keep an eye on that. But we got to do some action. The action is that if we go out 5 days a week. So how many devotees going out 5 days a week? We can track that.

It's under our influence. How many doors are we knocking on? And let's say we set a target there. We knock on at least 20 doors per day. And then another one is to reach out to at least 20 online contacts per day. Now these are the things that are within our jurisdiction within our influence and we can do it. So now once again these are numbers and they are not so hard to measure. Let me give you another example where it is slightly more difficult to measure. If you set a goal to lose weight, let's

say you set a goal to lose five pounds in the month of August. So that's our goal. Whatever your weight is, we want to bring it down by 5 lbs. That's a lag measure. Every day you can step on the scale and figure out whether you lost weight or not. You can do it for 30 Days. But just stepping on the scale will not help us reduce weight. It'll create awareness. It will also tell us whether we are achieving the goal or not. But we need to do some things that will lead to reduction of

weight and I believe you know the answer. What we need to do is we need to control our diet and we need to exercise. These two things are known to help reduce weight. Now to do exercise, I can set again that every day at 7:00 a.m. or whatever time you set, you will work out on the treadmill for so many minutes or you will go for a walk for so many minutes. Now again you can have your watch and you can clock when you stepped out when you came back but generally speaking it it will

not be that easy to remember every day when you are going out whether you actually did 30 minutes walk or not did 30 minutes walk but still it's possible to measure it. The other one which is controlling our diet and let's say you consult with a dietician and he or she tells you that you should eat 60 gram of protein every day and you should eat so much carbs or not eat so much carbs and you should have so much fiber and so many glasses of water. Now to measure how much fiber I am getting

every day may not be so easy to calculate. So easy to measure. Um if you are taking boxed products which have labels on it that this bar has so many grams of protein and fiber then yes but if you are cooking a fresh meal it's very hard to measure how many grams of fiber and protein you are getting out of that vegetable or lentils or soup or whatever things that you made for yourself. Okay. So I hope I have now made this point that lead measures are the way to go but they may be hard

to measure. They are easy to influence. They are within our control within our jurisdiction and they help us achieve the lag measure. Okay. So I will keep progressing and I'll finish these four um four uh disciplines of execution. We just did the second discipline of execution which was develop lead measures and identify a lag measure. So lead measures correspond to a particular lag measure. So the first one was we identified a wildly important goal and the goal could have been you know fund raise 10 crores before Janmashti or by Janmashti or it could have been

lose 5 pounds in the month of August. Whatever your goal is which is crucial to you the next step is to identify the lead measures that will help us achieve that goal. The third step is the third discipline is called keeping a compelling scoreboard. Now if I waited until the end of Janash to me to know whether I raised 10 crores or not that'll be too late. So we got to have a scoreboard that we can monitor. Har Krishna. So if we have if we keep a scoreboard that will help us review it on a

regular basis and tell us if we are making progress or not and these scoreboards will be kept for both lag measure as well as for lead measure. And here are some examples of scoreboards. They are they are very telling meanings they they they give us instant information. For example, you see these different colors. You know, red means we did not achieve the target. Yellow means we're pretty close and green means we did it. You can have these graphs that you see bar charts, vertical, horizontal, pie charts, um pie chart right here. You can have a

barometer. All these are different examples of scoreboards. And these scoreboards by just looking at it just in 10 seconds 15 seconds you can tell whether we are achieving our goal Or not whether we uh achieved what we were supposed to do last week or today or yesterday etc. So and again they are done for both lead measures as well as lag measure side by side. Okay. So rules for scoreboards they should be motivating. Can we tell if we are winning or not? So if you see the green light, it means we're doing good. And where

we are, where we should be. Keep this in mind when you are making your scoreboard. They should be simple. Can we tell within 5 seconds if we are achieving our goal or not? And they should be easily updatable. Can we update it easily? And uh the next one is they should be complete. I mentioned already they should have both lead measures as well as lag measures and they should be easily accessible. They should not be placed in a corner of your building where nobody can see but the whole team should be able to see it

easily and they should be able to see it often. Every time they are coming by they should be you know placed in a corridor which is which is has high traffic. So everybody who you know as as and when you are walking by you'll be able to see it. So find such places where to display them. So these are some rules for scoreboard. Discipline four. The last one is keep a cadence of accountability which means to create a rhythm of accountability. When people are held accountable, they're made in charge. When they are empowered, they accomplish

things. So for forget this one, this should have been edited. So [clears throat] how will you account for progress on the goal? So as I said, cadence means rhythm. a rhythm of planning, a rhythm of following up or following through and a rhythm of reporting. And generally this is done through weekly meetings. They don't have to be long meetings depending upon your the scope of your project. They can be short meetings and sometimes these meetings are there are different names for these meetings in the IT world. Um but these are sometimes even held just standing

up meetings. you don't even sit down and I'll give you the difference between these kind of wig meetings and the regular meetings. So what happens is as you come to this meeting there is accountability people report on what they had committed to do the previous week. Then we all review the scoreboard together and the third thing is we make commitments new commitments what we will Do next week. This is done by each person who is accountable for a particular uh for a particular goal or for a particular action item that will help us accomplish that

goal. Okay. So this is how this is done. Now let me show you the difference between regular staff meetings on the left hand side and the wig sessions on the right hand side. Okay let's see prau what do you see here that I have underlined on the left hand side first line everybody comes to staff meeting. So staff meeting is for everybody whereas a wig session is for only team members come to a big session. So only those team members who are contributing to this goal they will come to a big meeting. Okay PU please

keep going this one on the left hand side. Second one the leader hears reports from people on various issues. Okay sounds very familiar. Now the right hand side what happens? Team members hold each other accountable for their commitments. Okay. So if you were supposed to knock on five doors yesterday or last week, did you do that? Another person was supposed to go and meet 10 people in the office. Did they do it or not? So each team member is reporting and they are telling what they did and the others are listening. So it's it's kind

of a teamwork and we are sharing our commitments with one another and holding each other accountable. Now the third one here on the left hand side pu the purpose is communication and dialogue. Okay, communication and dialogue which is good and on the right hand side the purpose is the purpose is to determine what to do to move the scoreboard. Ah so this is actionoriented purpose on the right hand side. So we will hold each other accountable. We will review the progress and then we will ask each person hey what do you plan to do or

what should we do to move the scoreboard. What can you do? What help do you need from the team? Okay. So this is what we do in the weekly meetings. Ask three questions. Acha moan prau what are these three questions? What have you done to move the scoreboard in desired direction? What do you commit to do for the next week and what help do you need from the team? Thank you. So these are the three key questions that are asked in the weekly meetings. These meetings are relatively quick. So let's get started things to do.

So as part of assignment number eight, first thing is we will identify what is our what does wig stand for? Anybody can unmute and tell me what wigg stand for. Wildly important goal. Excellent. Thank you. Wildly important goal. And the next thing we will determine what are the lead measures for achieving that goal. Then the third thing we need to know is who is accountable for each action. It's very important. And then the fourth thing we'll do is who should attend wig meetings. and when, where, how often and how long should these meetings be? So,

we will determine all of these things. Then, we will make a scoreboard and set the date and time for the first wig meeting. This is what we need to do as part of this assignment. And then we will assign these action items to these different people and we will have them roll it out, work on it, come back after a week or whatever time frame you decide and we repeat this process. So this goes on and this is how we execute things using this methodology called the 4DX. Are there any comments or questions? Anand prau,

what do you think? systematically we are learning. Very good. Very good prahu. Yes, you are doing for those who don't understand Hindi. Yes, you all are doing that's why is going on. We have almost 1,00 or 1100 centers around the world. Thank you Anand Pu for doing what you're doing. And our service here is to help you do these things easily and more effectively. effectively. Yes. We we are here to support you so you can do things at faster pace. Yes. Yes. Okay. Thank you. Thank you prau for accepting us. We are learning a lot.

Oh wow. Okay. Thank you prau. Thank you. Okay. And acha moan prau comment question. Uh couple of questions. Um please ask please ask an easy question prau. Everything is easy for you. [laughter] you make things easy I think. Yeah. So [clears throat] for the first question uh I remember one one of the line in the vig uh thing it said like okay the members the only those who are taking part in the action they meet and second thing was like in the staff meeting they're reporting to the leader the leader is asking and this thing

said that the team members um like ask for accountability to each other something like that. So can you uh elaborate a bit on that? Okay. So prau these are general guidelines and we can have a mixture of both because uh in this case in our case it's not only just the team members who are holding accountable. We also have a team leader. You are the team leader. So you will be the facilitator. But we don't come across as as leaders. We are facilitators right? Everybody's helping us. So we will kind of take lead on that.

But the culture that we create is the culture is not that they are coming and reporting to the boss. Yes. In staff meetings that's the culture. There's a boss and they are reporting to the boss. Whereas here everybody's coming together. Everybody has some assignment that you will go and do this. You will go and distribute books in that corner or you will make phone calls. You will do this. Everybody has some responsibility and everybody's coming and sharing. Hey, I did this, I did this, I did this. So, collectively, how did our scoreboard move? So, everybody

has a specific assignment, but everybody feels the ownership of the entire team, the project. Yeah, that's that's right. And you are still the facilitator. Yes. Right. But we are empowering everybody else. So, they they because when they feel owner, you know, you are a very experienced um a leader that when everybody gets this sense of uh uh I'm resisting to use the word ownership But when they when when they feel that you know they are contributing to it then they feel motivated. Yes. Yes. Okay. Okay. Next question. Ownership in a positive I guess. Yeah. Ownership.

Yes. Yeah. One more question. Um uh okay let me just uh take a few minutes to frame frame it properly. Let's Okay. Okay. Thank you. We'll come back to you. Rajpati prau how is the fundraising going you can hear me prau? I can hear you now prau. Yes. Uh fundraising we are still still working on it. It's uh it's a work in progress. That's what I say. Okay. Okay. So, in your fundraising, no before you ask me question, I have a question for you. You are you are doing an amazing thing prau. It's a you

know a landmark. This is the the so-called pride in a good way. Pride of Iskan. We are all looking forward to this and we will we are thanking you today. We'll thank you forever for accomplishing this great project. Now in today's discussion you heard there is something called a lag measure. Lag measure is that you have to raise so many millions of dollars and then the lead measures are that you have meetings with certain donors. So are you following this type of methodology to measure as to how many do you have goals like this? How

many um visits you have to make every day or every week? How many phone calls you and your team have to make? Do you have any such system or you have a better system? Yes. Yes. No. Absolutely. We're doing the same thing. You're doing the same. Thank you. We we do the same thing. I think we have uh weekly calls and we uh then uh have u members coming together and we speak on our what we have done actually based on what we were meant to do. So we're keeping ourselves under smart goals. So you

know we we have we work on those smart goals and uh we have uh exactly what you're saying is what we are doing properly. Oh perfect. So then you don't need to be on this call. No, the challenge is and this is where my question comes. Prau you know all these terminologies and everything are very good in the corporate world because we are on are on a pay system. They are on a system where they have to perform because it's performance based or you'll not have a job. The challenge I'm seeing and I'm speaking on

my for for for myself I'm not speaking this as a General thing is volunteers when you have that word volunteer coming in it changes the whole equation of this whole thing because now someone is volunteering and you are trying to ask them performance metrics uh which first and foremost they feel they volunteers and as you know pu unlike India where we have a lot of brahmacharies we have devotey manpower in the temples in North America Most of us are congregational members. You know, the platform is on congregational and they have their duties and they're trying

their best to meet these uh big and smart goal objectives but you know they can be derailed or they may have some uh commitments that come up. So my the methodology and everything you're saying is is spot on. I'm not doubting that. But my question is when it comes to achievable goals within that time frame especially in North America how do how do you see that because you know what I have seen in my own team is there's an emergency they came something else we are not able to always focus and meet it they are

not derailed but the progress is not measurable or it's not at the speed that you want and they all volunteers if you can please elaborate how we can become better with this with this type of Okay Prabhu first of all I want to congratulate you for all the wonderful things that you have done all these Years it is based on your past performance service that you have done that you were picked for this very important service so devotees saw this potential in you that's why they uh appointed you to this service or requested you to

join this service you're not getting any money to do this service I believe uh secondly what you s what you just described that is that is is our whole organization is voluntary organization praupad used the word ISV remember independent spontaneous and voluntary right praupad but also did not pay anyone any money but everybody came forward and you have this very charming personality that you can motivate devotees and you have been doing it and that's what all of you leaders who are on the call that's what you're doing I don't think you are paying millions of

dollars to people to do the service that they are doing even if you are giving them some it's just bare minimum stipend right most of the temples that I know in North America they can't afford to pay anyone anything but things are going on. I I feel your pain prau but I also know that you are a very inspiring person inspiring personality and you also know the principles you know that's why our day starts with Our day does not start with making phone calls for fundraising. What does our day start with? Everybody starts with the

same thing, right? What does our day start with? Somebody, what did you say? Sadena morning program. Sadhana. Yes. That's the first thing we do. Pray. So we are dependent on Krishna. So through prayers, that's our first thing. And then we get into action on behalf of the Supreme Personality of Godhead. And with that prayer in mind we are praying oh lord you know all of that right that's why all of you successful leaders are doing so much so Rajpati prau I don't know if I have an answer for you but this is what is about

this is what our founder Achara gave us this is what Krishna wants us to do and praupad said money is in the air I'm sure you heard of that Right? Has anybody heard of that? Yes. You heard of that? Yes. So money is in the air. So all we have are to do is we have to just do our part in that best possible way that we can. And as I said, you are an amazing amazing person to be around. You're very inspiring and charming. So please keep Doing with your prayers and I will put

in a prayer on your behalf whatever it is worth. There is no magic wand that we can do. These techniques they only help us they help us uh discipline ourselves and they give us a way for us to come together. So we have a shared understanding of a goal and when we come together as I said you use your charming inspiring personality to inspire devotees and by Krishna's mercy and our prayers they come together there is a reason behind all these things that happen why do iskan projects take some iskan projects get done within 9

months big temples why some others take so long. One is that this is one of the biggest projects that we have ever done and the other thing is you know again I mean I'm just preaching to the choir all of you say the same thing when you give a lecture to somebody that Krishna is fully capable and powerful to do anything and everything by himself. He is only providing us this opportunity. So Brajpati prabhu you are fortunate to have had this opportunity. He wants to Krishna wants to glorify you and I'm I'm Sympathetic with you

what you are going through but you will come out victorious as you have in the past and as all of us have as Iskan has. We have gone through so many tribulations, ups and downs, but we have always been on an upward trajectory. Even though there were some downs, ups, downs, downs, ups and downs, but on an average we are going up. So, brother Pu that is what I can offer you. Please tell me if you need more specific answer. Anand pu is supporting me. Thank you, Anand Pu. Thank you. Praal saying if you do

your sadha bi sincerely things become it comes magically. Yes. Thank you Anand prau. Thank you. And you are you you you are a testimony of that. You are the pman of that state. Thank you. Thank you. Thank you. Andra Pu Krishna Pu. Um thank you so much for the nice uh class. I don't have a question per se but I just wanted to share something my personal realization. Um so like what somebody was saying I think Acham was saying or Was saying that this is already something we're doing in some uh capacity. uh and I

feel yes we are but this is like you said it's more effectively done and easily done I remember when I joined management in my mid30s uh we had to do things on the like while doing the sa learn it and do it and try to improve and it took many years to get to know but I think this is going to help our current generation and future generation of leaders so we are doing Not just for us but also for the future generation. So that what has taken us many many years to learn what we've

learned there's it takes them less time and they are able to carry on the mission is more easily. Thank you. Thank you Andra Prabhu for bringing up this very significant point that through these exercises we are also educating others. We may already know these techniques but in a team of five or six people that you now have you are sharing this with everybody and everybody now will know rather than learning it the hard way as you said Andra Pu now we have a system we have a an easy way to learn these things and we

can be more effective and not waste time in in learning and making mistakes if I understood you correctly. Thank you Andra. Thank you. Thank you. Yeah. Want prahu. A class is not complete without your inputs. I'm glad that you unmuted yourself. No no no no bra. I just just wanted to share something. Um that the power of prayers is uh un unmissable. I mean if a devotey thinks then he can do it himself. anything even in a day-to-day life also uh I think prayers are very very important to praad and Krishna and our gurus because

it's not possible to achieve anything to be honest with you and there 100 times situation come especially when you deal in Iscon it is impossible even let me tell you I want to share this that for me doing this ALP and getting people together I found it very difficult but if you pray sincerely Krishna will help. Praad will definitely help. This is my my realization every I mean I don't know when we can I don't know I'm praying that when I can actually come to a point where I can pray all the time. Wow. Excellent.

Thank you Babu. Thank you for doing that. And that also reminds me that in the second assignment of ALP, remember what we did in the second Assignment of ALP medavi prauish related to what we are talking about. What did we do in the second assignment? Um we uh prayed and offered our um vision and mission and and our details to Shila Praupad and the daties as part of starting our project and and and and to ensure that we can build on that and come to the successful conclusion. Thank you. Thank you. In the first assignment

itself when we did the team contract we offered it to the deities right we I had you write their names in the second one we very sincerely intently prayed to shall praupad for guidance and for approval of what we had. So prayers is a significant part. I mean we are all here because of that. We did not come to Iskan to make money or to control others. Right? We came here to become a servant. That's the basis. That's the foundation. Thank you praise for for sharing your realizations. Okay. So can we move on to the

next step now? Okay. So, Natan Gorch Chandra Prau all well. Yes. Rosie. Okay. Yes. Thank you. Thank you. Thank you. So, let me now share and let me take you to the Oh, I have to show you the 4DX thing. Sasha Pu, are you on the call? Yes. Oh, thank you, Pu. You are such an amazing devotey and an amazing uh leader that you are always there but invisible and you are absorbing everything and then you will share it with us in a way that will blow our minds. So thank you prau I just wanted

to make sure that you are there because I'm going to share something that I'm sure you will make it better. No. What is the start? Okay. So, let's get rid of this one. Now, you see this screen ALP screen. So, that was the presentation that we saw. This is teach tolearn part. But here is an example that has been done and I want to now take you through that example. I'm going to if you click on this, you will get this file right here. So sadashanandha prahu I believe Your mind is already active in figuring

out how you can make this a better uh assignment better output from AI. So what I did was all of you prau and matas if you remember uh we have been following this example of New Zealand Wellington New Zealand done by Amrish Maharaj Pu and we last time we looked at their strategic objectives smart goals and Sadasha Nandanda Pu shared a template with you how you can apply it. So following along on that one uh they had their challenges, their weaknesses, they had their strengths, they had their opportunities and threats and based on that we

came up with these various objectives or goals. So if we now use um again AI let's you also for your assignment have multiple goals now based on what you did in the last assignment and we ask for three wildly important goals you will have to validate them okay AI is doesn't have that kind of intelligence it doesn't have the context that you have for your temple so from that assignment it picked newcomer integration as the wildly important goal. You know, one of the things was so many newcomers were coming but they were not being tapped.

So for this wildly important goal, newcomer integration, the lag measure is that we want to Increase 90day newcomer retention from the baseline. We don't know what the baseline is, but whatever it is, we want to increase it to 70% by December of 2026. Okay. The second wildly important goal that it picked was remember there were two groups. One was JOSD, journey of self-discovery and then the regular temple group. They were not quite unified. So creating a unified culture and leadership aligning the two of them. So once again the lag measure what we will measure whether

this has been successful or not we will do it through a survey. AI is suggesting do a survey and make sure that the alignment score is 80%. So this is the wildly important goal. The third one is financial stability. You remember how people were losing jobs, the the economic downturn, downturn in the economy and so on. But at the same time there was influx of new um immigrants coming into the country. They have new new temple. Uh so all these different things that we discussed based on that it's saying that to make yourself financial stable

which is the widely important goal you should measure that your recurring donations are increased to 50% of total contributions. So the these are you know what we call the monthly donors regular donors. Uh that's 50% of your total income. So we Want to increase that to to that level to 50%. Now of course there is some baseline already and this is what we want to do. These are lag measures. So what are the lead measures? So the second discipline is to act on the lead measures. Now lead measures as we have now learned what these

are. Let's see what AI is telling us. The lead measures are that if somebody uh from your team assigns 80% 80% of newcomers, those guests who step uh into our facility, 80% of those guests are assigned a mentor within 7 days of their landing. 75% of newcomers are contacted within 48 hours of their first visit. Now these are some things that are within our influence and 60% of newcomers we somehow inspire them to attend at least one small group session within 30 days. If we do these things then our lag measure of wig one is

70% retention rate actually. Yes, 70% retention rate within 90 days. We can achieve that. We might be able to actually surpass it if we are able to do these things. These three things and these these things we they are within our control. These lead measures that I Just shared with you. They are within our control. Let me grab a marker. They are they are within our control and they are very likely to give us that result. So like this for each lag measure. So this is our wig. The lag measure was that we want this

u alignment score to be 80%. To do that there are three things we can do. We can conduct one joint leadership meeting per month. Who is the joint leadership? Between the jod group and the temple group. The second one that we can do is 90% leader participation in unified training sessions. Both groups come together, they get trained and we want to make sure 90% of those uh there is 90% leader participation and these are quarterly meetings and then two joint service outreach initiatives per month. Okay. So these are again things that are within our control.

They are called the lead measures that that will lead to the uh goal that we have in mind the wildly important goal and we have a measure for that goal which is also called a lag measure. So like this financial stability you conduct minimum 20 personal donor engagements per month meet with 20 new potential donors 15 new recurring donors per quarter. run two revenue generating programs events per month. So like this it has generated These things. Now the third thing is we have to now create a scoreboard that will tell us whether we are achieving

these measures or not whether we are doing these how we are performing on these measures. So the scoreboard they came up with a very simple scoreboard which is just kind of these the red blue and yellow dots. Red as you all know means we not doing well. Green is we have accomplished that goal and yellow is here is defined as minus 10% of what we were supposed to do. So if minus 10% is the yellow one. Okay, red obviously is below 10%. And green is when we have meet, met or surpassed that goal. So for

these lead measures percent assign mentors in seven days. So we use this board and now we are also reviewing the next step. So how was our performance last week after we made this board? So in the last 7 days our target was 80%. 65% were assigned a mentor in 7 days. So we did not achieve that goal. So red 48 hour followup with the new guest. Our goal was 75% target. We achieved 78%. Green. Excellent. Small group participation. That was our goal. Goal was 60% will have small group participation. 52% did. We are within minus

10%. So it's a yellow. The lag measure was 90day retention rate. So this if this was going on for 3 months then after 3 months we will know that our target was 70% and we achieved 58%. And on that you know it's it's happening on a running basis. So on that week when we are reviewing we have not achieved that it's 58% our retention rate and so we have red on that. So when this is posted in an in a common area where everybody walking by can see they they get an idea. So green okay

48 hour followup. We're doing really good. We need to work on this part which is the percent assignment. The lag measure we cannot directly influence that's a result of the other measures. So we will focus on the yellow and the red up here and make sure that next week we do better. But who will focus on what we will we do that will I will show you in the next uh in the next step in a meeting. We will go around the room. will ask whatever their action items were. Uh what you did last week,

what Are your realizations and what do you commit to do in the coming week and if you need any support from us, you let us know. So this will go on week after week. We will continue to update these scoreboards. So this is happening for all of these measures. Now I found that this was done by AI that having these dots it doesn't give us much information. I know we have to within 5 seconds we have to be able to decipher what's there on the board. I thought of creating a graph like this that you

see here for these lead measures and here is one for the lag measure. If it's green and yellow, I mean green, you know, is good. We accomplished. So if we make a vertical bar chart like this, the first one here is says donor engagements. So the first bar indicates our target. Our target was 20 and we achieved 18. So we are in the yellow zone. So the bar is yellow. So it tells okay. So donor engagement yellow. And if somebody wants more detail, they can get it right here. 2018. The next one was new recurring

donors 15 per quarter and we are five QTD. QTD means quarter to date. The quarter has not ended yet and that's why we are in yellow. Okay, because we still have time to make up and we are on track. Uh the third one was two per month uh revenue events we Did two. So that's green. And the lag measure here is you can put 50 here. This is our target. You can write in black 50 and we achieved 32%. You can label it. This is our recurring donation. You can put the label right here. So

I thought that might be more uh telling. It'll be easy to comprehend. At the same time, if somebody wanted more information, they can also just kind of just from a distance, they can look at it. that the bars are more visible than the numbers here in this block. So that's how we do the scoreboard. Um so we did wildly important goal, we came up with the measures, we developed a scoreboard and now as I said the meetings will go on. We are updating the scoreboard and in the meeting we have this accountability. So meeting agenda

AI is suggesting that report on last week's commitments 5 to 10 minutes. Now this will vary depending upon how big your project is, how many team members you have. So please keep that in mind. The overall time here is 30 to 45 minutes for the big meeting which is kind of on the higher side. I would personally want these meetings to be shorter but again it depends upon the kind of project that you're dealing with. Okay. So the first five minutes or So you spend on reviewing uh last week's commitment each member. So each member

is answering did I complete my commitment yes or no. So second thing reviewing the scoreboard together. Everybody's reviewing the scoreboard. We are focusing only on lead measures. Identify where we are losing. It's clear from the red and yellow what trend is emerging because you will have this report you know over a few weeks. If there are any trends, we may need to um discuss that and come up with some uh measures to fix those uh potential problem that might be leading to those. If the trends are positive, that's good. But if the trend is pulling

us down, keeping us from achieving that goal week after week, we are not able to achieve that goal, then we want to dig deeper. And then the next step is after we reveal the board, okay, next week's commitment, who will do what? Each leader makes one or two very specific commitments. Brajpati prahu one or two very specific commitments that impact the lead measures. So for example somebody will say I will personally assign mentors to all new visitors this week. So somebody's taking on that responsibility. Another person will say,"I will organize one joint outreach event with

GOD and the temple U team. I will meet five potential recurring Donors." This is another person making the commitment. So these are the kind of commitments they will make. And because they are making these commitments in public, again the research shows the commitments that we make in front of other people, we are highly likely to keep those commitments. And now you admire why our initiations happen the way they happen. Our gurus ask us what are the four regulatory principles you will follow in front of all these people and how many rounds will you chant in

front of all these people. when we make such commitments we are more likely highly likely to keep those commitments. So this is what will go on and then as I said this will go on you will do the monthly meetings you will do quarterly so the time will come when you have had 12 meetings so that will be your quarterly meeting then you will have also annual meetings so what do we do at the end of a monthly we are doing what what I just showed you if it's a monthly meeting which will be one

of the weekly meetings happening at the fourth week we are Looking at those trends, we can adjust our tactics. How we are approaching these donors. We will not adjust our goals, not the goals, but in monthly we adjust our tactics. In quarterly, we reassess our lead measures and we reassess our capacity. You know, our lead measure is that we have to knock at let's say 15 doors per week. But if we do not have enough volunteers to knock at 15 doors and after one quarter we see that we are consistently lagging then we want to

reassess. Are we even able to achieve this? What should we do? Should we increase our capacity or should we adjust our uh measure that we have annually is when we will recalibrate our wildly important goals if necessary. So we should not be tempted to change the goal even if we are not achieving it in a month in a quarter. Our um approach should be to change the tactics you know find out ways how we can inspire other devotees. Find out ways how we can achieve this goal. Okay. But not change the goal itself. The roles

and ownership as I said everybody has every action has to have a person we call it owner. So newcomer integration who is the person in charge devotey care lead and again this person may have multiple individuals working under him. Then culture alignment joint leadership council council again will have multiple members. Okay. So we assign the lead person of that as the owner of it. But everybody who is contributing to this who is working on a lead measure they come to the meeting and they share their they review their uh performance they share what they did

and they renew their commitments. Okay PUB so some advice here from AI about critical success factors just a summary of what we have done do not exceed two to three wildly important goals that you are working on at a time. So at any one point in time, don't be working on more than two or three wildly important goals. For our purposes, I would suggest that you focus on just one goal because we have limited time. That'll be enough. Okay? But if you feel inspired, you can do two, maximum three, no more than that. Consistency, weekly

meetings, they are essential. They are not negotiable. The duration can be short 10 minutes up to 30 minutes depending upon the scope of your project. Visibility scoreboards must be public and simple. Simple to maintain, simple to update and easy to read, easy to grasp. Behavioral focus focus on the lead measures more than the lag measures. Lag measures are an indicator that yes we have achieved four kores now five crores out of 10 but what we can influence is the lead measures karma. Okay. All right. So this is the second one that uh again you will

share with your teams. Now let's see what else is there on the There. All right. So we have done the teach to learn part. Now remember I told you I want to walk you through this. You will perhaps appreciate this. What were the three wildly important goals Lord Chatanya gave us? Can one of you please unmute yourself? It's here on the screen. and Namuchi Vayishnavar Sea and Jiva Jaya. Okay, please keep reading. Keep aligned with seven purposes of Iscon, Shila Prahupad, life and teachings and his mood and mission for your project. Clearly define the wigs

factor rating method used for the project selection assignment will readily provide you the wig that your team is going to focus on. Please pause. So this is one uh methodology that is used very simple method it's called the factorating method um it's there I will update this assignment uh it's a very simple tool so when you have to compare you know if you only have two goals and you have to pick one it's very easy to do it mentally it's not so difficult to do it mentally but even to do it mentally there are multiple

factors that you will compare these two things on I mean you're all geniuses is you can do it in your head but when it gets beyond two and when the number of factors that you have to evaluate them on the criteria when that begins to increase then our mind begins to reel it's very difficult to do those comparisons Multiple comparisons in the head. So for that we have a very simple method is called factorating method. Many devotees in the past they have appreciated this method very widely used in the in the world in all uh

in all fields very widely used method. I suggest that we use it to identify the most important widely the most wild the most widely important goal. If you have multiple to pick one we will utilize that method. So that will be part of your u live the lesson. So you you will submit that and time permitting I'll go over it. So that's that's the uh first thing you will identify that wildly important goal. Okay. Brahu please read the second part. Identify and act on the lead measures. Example in Namaruji one of the wigs given by

Lord Chatanya a lead measure is to ensure that we chant 16 good rounds daily. Lead measure predicts whether we will achieve the wig or not. Lag measure which is the same as the wig tells you whether you achieved it or not. In case your wig is to increase book distribution by 20% by December 2020, then number of people we show the books in a given hour is a better lead measure than the number of hours spent on the road for book distribution. You may not agree with that, but that's one of the teachers suggestion. This

was a teacher. You can tell from the date who taught this topic earlier. Please continue. Create a compelling scoreboard. Example of a scoreboard. Dashboard in a car. Critical parameters: fuel, speed, distance traveled, engine temperature. It must have the lag measure and the lead measure on display. Widely important goal 1 million books per year. Lead measures. number of devotees going out every day for book distribution. Second, number of people they contact per hour. Use various templates given in the PowerPoint which you have downloaded as a teaching material to make your scoreboard. Yeah. Create a cadence of

accountability, rhythm of team assessment and commitment to achieve the scores. You can't improve what you can't measure. We measure activities that have high impact not just measure the activities report or account and let me let me do this S. Come on. Thank you very much for doing this. So rhythmic accountability sessions. This is how we will do this reporting. Not as is done in staff meetings but accountability session. Each person is reporting. They are also looking at the numbers, reviewing the scoreboard and making commitments. So this is what we're doing. So on the left hand

side you can see report account rhythmic accountability review scoreboard look at the numbers make commitments/s Support get commitments and clear the pathway. Now as a facilitator your job is to clear the hurdles if any that may stop them from achieving the goals especially achieving their lead measures. Especially those things that are u below target the red dots or the yellow one. You want to ask them how can we help you? In most cases they will say no we know we we know what to do next time we'll do this but you also want to help

and that help is not only coming on you it will come from the team other how can other devotees in the team help you. Okay so please continue pu here. How do you keep track of your projects? Yeah, make dashboards for each team member and create cadence in the meeting. Clarify the goal. Goals are co-created. Goals are cocreated. You are not giving these goals to them. We are having a discussion. All these lead measures that we came up with this was all based on discussion with the team. So nothing is unrealistic. You already learned this

through smart goals. Okay. Please continue. Then ask then ask what what are you committing to do to achieve this goal? Let the process work. They put themselves under pressure to perform. You don't need to, you know, you don't need to put yourself under pressure. Don't take all the burden on you. Brajpati pu in your team. Inspire them so they feel accountable for doing what they are doing. I understand your pain. I know we are in a voluntary organization but you are a charismatic leader you can do it. Okay Babu please continue in the weekly meetings

ask three questions which we did already. So we well please yeah let's reinforce please read these three questions. What have you done to move the scoreboard in desired direction? What do you plan to do next week? What help do you need from the team? Thank you. Thank you. So again not in an authoritative manner. Your tone should not be, "Hey, what did you do? What have you done? Why has the scoreboard not moved? And what what do you plan to do?" Now, a very cooperative, inspiring tone because we are all in this together. We are

a team. They are helping us. Okay? We It's not that we are the controller. They are helping us in our projects. Your team members are helping you. So with a sense of gratitude um and in a in in a in a mood of kind of request we ask these questions. Okay PU thank you. I will polish some of these uh recommended readings. Uh but we have a lot of things here. There are various resources available but I I will polish them. So what we have done so far here is only teach to learn but in

through Teach you know what you have to do and the next step is you have to create this wig flowchart and I will as I said I will update all these things and you will have uh okay yeah one thing that I want you to do this file the factor rating method I need to polish it again for uh your batch for this group because we have changed things around but this is what it looks like in the implementation part. This is the factor rating method looks like. Your goals are objectives. They are here. Objective

one or goal one, goal two, goal three, goal four. You want to pick which are which is the most wildly important goal. Here are the factors that that are suggested for you to consider. You can develop your own criteria. So this is the criteria. One factor is value added to your zone. If I pursue this particular wig, what's the value added to my zone? Um scope. It's not too big or too small because we have limited time. We have to graduate in February. Resource availability. Will I have the resources available if I want to pursue

this particular goal? Alignment with ISCON 7 purposes. support from your authorities and you have to add more factors here that are relevant to your particular Situation. You don't need to take these factors that I mentioned here. They are just a suggestion but feel free to use if you like them but you should have six to eight factors and then compare pair-wise comparison on this factor value to your zone on a scale of 0 to 100. What would you give to this? This is done with your team. Uh for this particular wig one, wildly important goal

one value added to your zone. I may give 90 because I think this will give significant value to my zone. But another one big four may not give so much value maybe only 30. It's important but the value that it'll add to my zone is is not much. It may be important for that local scenario. scope not too big too small. Objective one you may score 100 out of 100 and others may score less or the same. So like this you are doing these pair-wise comparisons. This is called the simple factor rating method. Simply scoring

on a scale of 0 to 100 rating them on a scale of 100 to 100 and then adding their raw score. Whichever gets the highest raw score that's your pick. So this is one way of picking things. This is applied in many scenarios when people decide where to locate the next Temple, the next facility. Um various corporations are using this. Mercedes for example when they were to decide where to locate their next uh plant this was I mean they do it on an ongoing basis but particularly in North America when they were uh determining to

establish their SUV manufacturing facility the sports utility vehicles they considered many states they considered many sites and to compare them they had total 250 different factors that they compare these locations on and they decided to locate in the southern part of the US which is quite unusual because most other uh car manufacturers are located near Detroit area in the Michigan state which is kind of in in the middle um and some on the west coast and after that many have popped up in the North Carolina South Carolina just to give you some geography But the

point I'm making is that this is a very useful methodology to make decisions when you have multiple factors to compare on and you have multiple sites to choose from. Okay. So this is simple factor rating method. The assumption in the simple factor rating method is that all factors are equally important. But for me finishing it on time may be the most important. So scope not too big too small. I want to give it a higher Weight. So in the next part of this what we do is we assign a weight to each factor. This is

called the weighted factor rating method. And then the raw scores whatever you got they are multiplied by that weight and then we calculate weighted score. I will share an example where it is done and I urge you to use this method not only for um not only for this particular assignment but please consider it whenever you have to make a choice between different options and you compare them. you compare them on a list of criteria more than one criteria then it becomes very difficult to process it in your head but very easy to process it

on paper. Okay. The first time when we presented this in the first batch uh in 2015 at GEV residential Ganga Prau was there and he said this is really good this is really good. Anyway, thank you Brahus. Just trying to underscore the importance of this method and sharing some testimonies. Okay. So that will be the next step for you to do. I know Janashmi is coming up. I want you all to focus on your Jan Mashmi celebration. Keep me in your prayers as you go in front of your deities. even in your morning sadena. Please

pray for me that I may be able to serve you all and serve the movement And thank you all for contributing to this mission that you are a part of. Thank you for allowing thank you for giving your time to this training and thank you for putting your faith in this training. I think together we can do wonders and we can please Shila prahuad our guru parumpara and shish panchatwa and shishi raha mada so thank you very much I'll be posting more details on the assignment but for now please focus on janmashi and shila praupad's

appearance day and we'll meet again later har krishna if you have any questions I'll be here but if you have to go I fully understand and I offer my respectful obeisances to all of you. I'm here for a minute or two if you have any questions. Okay. Sasha Shivanandha Puh Har Krishna. Yes. Yeah. I was just wondering you know I need some guidance from you know uh can I share a morning welcome to happy girls you give ticket you give ticket how much you charge this kind of a dashboard this whole track the cost Is

how how inspiring [clears throat] is okay sorry please go ahead please go back to the previous uh thing that you showing you already did this okay lag measure 90day newcomer retention 40 and lead measure excellent excellent and project selection factor rating wonderful This is the simple one. Yeah, we can change that. Yeah. No, that's okay. You you can you can keep that and then also do the baited one. Wildly important goals. Okay. On track. Wow. Excellent. Lead measures on track two. Wow. This is the overall scoreboard. Perfect. Brau. And here team members. Can you please

go to that that one? Team member, team roster and accountability, primary expertise, own task, availability, action. Wow. Okay. Excellent. And meeting cadence, weekly vig monthly. Excellent. Thank you. You're amazing. I just wondering this is just a simple HTML file that everyone can use. also I have a excel and the desktop app. No, whatever you prefer. Please please share please share. Yes. Thank you. And the reason I don't see you is because you want to show us the temple behind you. And so in that glowing temple background, we don't see your face. Yeah. The lighting here

is a little low. No. Thank you. Thank you. Thank you. Bye. Har Krishna. Okay. Any other questions? Mavi prau. All good. Yes pu. Thank you. I'm doing well. U one thing this I I need to more absorb this and try to see what I one question regarding last uh modules one where you wanted us only to pick up only two items of each in the SWAT analysis to generate [clears throat] the objectives uh I felt again in my particular circumstance I'm not I'm not sure that because providing [clears throat] all the inputs in there because

when the AI is combining many objectives to generate a thing, just putting all of it in there and then doing it gave me a lot more um Options and then to to drive that I thought was a better way of doing. I I agree with you. I agree with you prau. Now that we have AI at our disposal, we can we can input all of the output from the previous assignments. The earlier when earlier when we said too, we don't want to overwhelm you and we wanted to keep it manageable. But I 100% agree with

you since AI is doing it, let AI do it and then we can filter it later. Yeah, sure. Thank you. Okay produce if there are no other questions then we will end it here. Thank you again for joining. Har Krishna happy Janash happy vasuja day. Thank you Babu. [clears throat] Thank you.