Sunday, November 15, 2026

You find out a deal went cold weeks after it actually died. SPIN Selling's four questions show you which leads are real before you spend your best pitch on the wrong one.

Last updated 15 November 2026. Published by Simple-Growth (Motherbase Limited). Market: New Zealand.

This is a story about an owner who wants the important things to actually happen — but who's noticed that nothing in the business moves unless they personally chase it, every single week, including the things everyone agreed mattered most. You set the priority in the Monday meeting. By Thursday it's quietly slipped, not because anyone disagreed with it, but because nobody actually owned making it happen once you weren't in the room asking.

The Enemy Is Having Priorities Without A Rhythm

A goal everyone nods at in a meeting and a goal that actually gets done are two different things, separated by one missing ingredient: a weekly rhythm that makes progress visible whether or not the owner is personally watching. Without it, every priority quietly competes with the louder, more urgent thing that walked in the door that morning — and the louder thing wins almost every time, because it has a deadline today and the real priority doesn't have one at all.

Fewer Goals, Tracked Weekly, Owned By Name

The 4 Disciplines of Execution, from Chris McChesney, Sean Covey and Jim Huling, exists specifically to fix the gap between what gets agreed and what gets done — not with more meetings, but with a tighter, more honest rhythm.

  • Pick a Wildly Important Goal. One, maybe two — not the eleven things on last quarter's whiteboard that never quite got touched.
  • Find the lead measures. Not the result itself, but the few actions that actually drive it — the things you can do something about this week.
  • Keep a visible scoreboard. Somewhere everyone can see progress at a glance, not buried in a spreadsheet only the owner opens.
  • Hold a weekly accountability session. Fifteen minutes, same time every week: what did you commit to, did you do it, what's next.

Kevin builds this discipline into his own week in a very specific way: he makes his own deadlines by promising deliverables to other people. Not because the task needs an audience — because a commitment made out loud, to someone who'll actually ask about it, gets treated completely differently than a private intention nobody else is tracking. A weekly accountability rhythm does exactly the same job for a team that one promised deadline does for him — it turns a good intention into something somebody will actually ask about on Thursday.

"Specific to my business requirements and takes a systematic approach. Practical, specific, and pertinent to my business."

Simon Keepa
Icehouse Coaching Programme

Why The Rhythm Never Gets Built Anyway

A fifteen-minute weekly session feels like one more meeting on an already full calendar, even though it's the one meeting that could remove the need for chasing everything else individually. This isn't for you if your team already has a visible scoreboard and a rhythm that runs without you personally asking — some owners have genuinely built that, and their Mondays look completely different for it. It's for the owner who's the only accountability system their business actually has, standing in for a rhythm that's never been built.

You don't need eleven priorities done at once. You need one, tracked weekly, by name — and the chasing mostly disappears on its own.

Key Takeaways

  • Narrow to one or two Wildly Important Goals, per the 4 Disciplines of Execution, instead of an unprioritised list.
  • Track lead measures — the actions that drive the result — not just the result itself, which arrives too late to act on.
  • Make progress visible on a shared scoreboard, not a spreadsheet only you open.
  • Run a short weekly accountability session so a priority survives contact with a busy Thursday.

Frequently Asked Questions

What are the 4 Disciplines of Execution?

A framework from Chris McChesney, Sean Covey and Jim Huling for turning agreed priorities into completed work, built around a narrow Wildly Important Goal, lead measures, a visible scoreboard and a short weekly accountability session.

What's the difference between a lead and a lag measure?

A lag measure is the result itself — revenue, retention, completion — which you can only observe after the fact. A lead measure is an action you can influence this week that actually drives that result, which is what the weekly rhythm should track.

How long should the weekly accountability session take?

About fifteen minutes, at the same time every week: what each person committed to last week, whether they did it, and what they're committing to next. Longer sessions tend to drift into general status updates instead of real accountability.

If nothing moves in your business unless you're personally chasing it, that's the rhythm to build first.

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