Erica Cedillo

Lamar University

Professor Padovan

Leading Organization Change-EDLD 5305

Purpose & Audience

Turning an innovative idea into meaningful change requires more than a strong vision, it requires disciplined execution. As explained in The 4 Disciplines of Execution, organizations often struggle to achieve their goals because of what the authors call the “whirlwind,” the constant day-to-day demands that distract from strategic priorities (McChesney, Covey, & Huling, 2016). This 4DX strategy provides a focused roadmap to ensure my Digital Career Exploration & Mentorship Program moves beyond a proposal and into effective practice.

This plan is designed for HISD CCMR leadership, high school principals, counselors, instructional coaches, and pilot campus teams who will support implementation. By focusing on clear goals, measurable progress, and consistent accountability, this strategy outlines how the program will move from vision to measurable outcomes while expanding equitable access to career exploration and mentorship opportunities for students.

The Wildly Important Goal (WIG)

Discipline 1: Focus on the Wildly Important Goal

If everything is important, nothing is important. As described in The 4 Disciplines of Execution, execution begins by narrowing focus to one goal that must be achieved despite competing priorities.

Our WIG:

By the end of Year 1 (pilot year), 75% of participating students will complete at least three structured mentor sessions and two virtual career lab simulations, demonstrating a 10% increase in career knowledge and improved self-efficacy scores.

This WIG aligns directly to district CCMR metrics and reflects both cognitive and noncognitive growth.

Why this WIG matters:

• It prioritizes engagement before expansion.
• It establishes measurable proof of concept.
• It centers student outcomes rather than tool adoption.

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Discipline 2: Act on the Lead Measures

Lag measures tell us if we achieved the goal.
Lead measures tell us if we are likely to achieve the goal.

Lag Measures (Results We Want)

• 75% student completion of 3+ mentor sessions
• 2+ completed career simulations per student
• 10% increase in career knowledge (pre/post survey)
• Growth in student self-efficacy ratings
• FAFSA completion, certification attempts, SAT/TSI participation (aligned to CCMR indicators)

Lead Measures (Actions We Control Weekly)

1. Weekly Mentor Engagement Tracking
   • % of students scheduled for mentor sessions
   • % of completed mentor check-ins
2. Simulation Implementation Rate
   • Number of students completing structured VR labs per month
   • Reflection submissions tied to each simulation
3. Mentor & Staff Fidelity Checks
   • Monthly mentor touchpoint meetings
   • PLC discussions focused on implementation barriers

Lead measures are predictive and influenceable. If weekly mentor engagement drops, we intervene immediately rather than waiting for end-of-semester data.

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Discipline 3: Keep a Compelling Scoreboard

People play differently when they are keeping score.

The scoreboard will be visible to:

• Campus administrators
• Counselors
• CCMR leads
• Pilot teachers

The Scoreboard Will Track:

• % of students matched with mentors
• % of active mentor sessions completed
• Simulation completion rates
• Student growth trends (career knowledge & self-efficacy)

Importantly, the scoreboard will not rank campuses competitively. Instead, it will highlight growth and momentum.

We will use dashboard design principles supported by Holstein, McLaren, and Aleven (2019) to ensure clarity and avoid data overload.

Students will also have a simplified progress tracker so they can see their own growth journey.