<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Jim Huling on SummaryShelf</title><link>https://summaryshelf.app/authors/jim-huling/</link><description>Recent content in Jim Huling on SummaryShelf</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Sat, 08 Aug 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://summaryshelf.app/authors/jim-huling/index.xml" rel="self" type="application/rss+xml"/><item><title>The 4 Disciplines of Execution: Achieving Your Wildly Important Goals</title><link>https://summaryshelf.app/4-disciplines-of-execution/</link><pubDate>Sat, 08 Aug 2026 00:00:00 +0000</pubDate><guid>https://summaryshelf.app/4-disciplines-of-execution/</guid><description>&lt;p&gt;Most strategies don&amp;rsquo;t fail on the whiteboard. They fail because the people who have to carry them out already had a full week before the strategy showed up. Chris McChesney, Sean Covey and Jim Huling gave the culprit a name — the whirlwind, &amp;ldquo;the massive amount of energy necessary just to keep an operation going on a day-to-day basis&amp;rdquo; — and their claim is blunt: the whirlwind is &amp;ldquo;the real enemy of strategic execution.&amp;rdquo; Not because it&amp;rsquo;s wasteful — because it&amp;rsquo;s urgent, and urgency wins out every time. Nobody chooses the day job over the strategy. It simply arrives first, every morning, and the strategy waits.&lt;/p&gt;</description></item></channel></rss>