The Discipline of Getting Things Done

The Processes of Execution
A. Linking People to Strategy and Operations
Break your strategy down into manageable near-, medium- and long-term goals. Determine kinds of skills you need for the upcoming goals and start laying the foundations early. Then design an action plan for each step of your big plan.

B. Developing the Leadership Pipeline Through Continuous Improvement, Succession Depth and Reducing Retention Risk

Meeting your goals depends on the quality of the people you have. Assess today those who can be leaders in the future through the following: The Leadership Assessment Summary, The Continuous Improvement Summary, Succession Depth, and Reducing Retention Risk Analysis.

C. Dealing with Non-performers
Non-performers are people who aren’t meeting their established goals. This does not mean that they’re unqualified or incapable. It just means they aren’t performing at the level required for your company’s success. Sometimes you just need to coach a person to get them better acquainted with a job. Sometimes they just need to be transferred to another division or responsibility that’s better suited to their capabilities. Other times there’s no choice but to let him go. However, do so in a manner that allows the person to keep his dignity.

D. Linking HR to Business Results

The role of the HR department in a company is different now. The HR function must set out to fill the positions that are and will be important as projects and plans progress over the upcoming months—even years. Use the HR division to keep track of your company’s top people across the whole organization, to see who can be groomed, or even promoted already, for key positions. HR should not only be able to assess people in their current jobs but also the people below them—if one person is to be promoted, someone should be adequately qualified to fill the upcoming void.