Slide 1 Rev.

: 2
Date : 29/12/2004

LECTURE ON EXECUTION
(The Discipline of Getting Things Done)

Prepared by:
Deputy Managing Director
Mr. Samer G. Younis &
KN Human Resources Dept

Rev. 2 29th t. Dec 2004 Page 1

 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

EXECUTION
(The discipline of getting things done)
Execution is not just tactics it is a discipline and a system built into
a companys strategy, its goals and its culture.

Execution is a specific set of behaviors and techniques that need to

be mastered in order to have a competitive advantage.

Execution is the job of the businesses leaders

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Leadership & Execution

Getting things done through others is a

fundamental leadership skill. Indeed, if you
cant do it, youre not leading.

Create a discipline of execution by developing a

plan that links people, strategy and operations.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Execution is built on three basic

building blocks.
1. Seven Essential Leadership behaviours
(Know your People and your business)
2. Create a framework for cultural change
3. Find the right people and put them in the
right places

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1. Seven Essential Leadership Behaviors

Know your people and your business
Insist on realism
Set clear goals and priorities
Follow through
Reward the doers
Expand peoples capabilities
Know yourself
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.1 Know your People and your

Business
Leaders have to live their business",
Do you really know everyone who is involved
with your business?
Can you see things from their point of view, or
do you leave them hanging while you put out
fires elsewhere?
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.2 Insist on Realism

Realism is the heart of execution; it is all about
asking the hard questions -- and it must start with
the leader.
What issues are you avoiding It's best to confront
them sooner rather than later.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.2 Insist on Realism

An effective Leader is Decisive on Tough Issues
Decisiveness is the ability to make difficult
decisions swiftly and well, and act on them.
Organizations are filled with people who dance
around decisions without ever making them.
Some leaders simply do not have the emotional
fortitude to confront the tough ones. When they
dont, everybody in the business knows they are
wavering, procrastinating, and avoiding reality.
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.3 Set clear Goals and Priorities

"Leaders who Execute focus on a very few
clear priorities that everyone can grasp",.
Do your priorities change daily or according
to the current operations crisis, or does
everyone involved have the same
CRYSTAL-CLEAR DIRECTIVES in mind?

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.4 Follow through

Once clear goals and priorities are in place,
they don't mean much if they don't translate
into RESULTS.
How many of them were met? Did you confuse
your staff, vendors, or customers with
conflicting goals, or too many half-baked
change programs?

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.5 Reward the Doers

"If you want people to produce specific results,
you reward them accordingly",
Find creative ways to convey the message that:
At Kharafi National, REWARDS and
RESPECT for ability, are based on
PERFORMANCE!

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.6 Expand Peoples Capabilities

Expand people's capabilities through coaching.
You have a great deal of knowledge and
experience that you've gathered along the way.
Too often, leaders keep their hard-earned
expertise to themselves, at considerable cost to
their companies.
What are you doing to share your wisdom?
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.7 Know yourself

Emotional fortitude -- keeping yourself
emotionally in check and containing your EGO --
is absolutely critical to execution.
The FOUR KEY QUALITIES that make up
emotional fortitude are:
Authenticity, Self-awareness, Self-mastery, and
Humility.
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1.7 Know yourself

The FOUR KEY QUALITIES
Authenticity, Self-awareness, Self-mastery,
and Humility.
Good leaders develop these qualities through
coaching from others, and by paying attention
to experience.
In which of these areas can you develop your
emotional fortitude?
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

2. Create a Framework for

Cultural Change
A culture is a group of people who share the same
values, beliefs, and norms of behavior.

Values need to be reinforced by the people at the

highest levels of the company.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

2.1 Values and Beliefs

People's beliefs are conditioned by training,

experience, what they hear inside and outside about
the company's prospects, and their perceptions of
what leaders are saying and doing.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

2.1 Values and Beliefs

Beliefs can only be changed when new
evidence persuades them that they are false.

Leaders get the behavior they exhibit

and tolerate

Behaviors are beliefs turned into action, and

are what DELIVER RESULTS !
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

2.2 A Simple Framework

The approach to changing employee beliefs and
behavior is simple and measurable

1. Tell people clearly what results you're looking for.

2. Discuss how to get those results (a key element of

the coaching process).

3. Reward people for producing the results.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

3. Find the right people and put them in

the right places
This depends on being systematic and consistent
when:
q interviewing applicants,
q appraising employees,
q and developing employees by
qproviding useful feedback.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Why The Right People are not in The Right

Jobs?
Lack of knowledge about people being appointed and
Lack of knowledge about the job in terms of what
people must be able to do
Select weak performers because we are psychologically
comfortable with them rather than others who have
better skills for the job
Lack of courage to discriminate between strong and
weak performers and take necessary actions
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Realize the Potential

If the right people are not in place, the potential
of our business will never be realized.
The key to finding the right people lies in
assessing whether individuals can handle the
jobs of the future.
Develop your expertise in appraising and
choosing the right people through consistency of
practice.
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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Its all about Creating a sustainable

culture for getting things done
The biggest single difference between businesses that
EXECUTE and those that DON'T is:

The Rigor and Intensity with which the leaders take

Responsibility and Ownership of the Process and the
Basic Building Blocks.

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 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Execution is built on three basic

building blocks.

1. Seven Essential Leadership Behaviours

2. Create a framework for cultural change
3. Find the right people and put them in the right
places

Page 23
 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

1. Seven Essential Leadership Behaviors

Know your people and your business
Insist on realism
Set clear goals and priorities
Follow through
Reward the doers
Expand peoples capabilities
Know yourself
Page 24
 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

EXECUTION
(The discipline of getting things done)
Execution is not just tactics it is a discipline and a system
built into a companys strategy, its goals and its culture.

Execution is a specific set of behaviors and techniques that

need to be mastered in order to have a competitive
advantage.

Execution is the job of the businesses leaders

Page 25
 LECTURE ON EXECUTION BY DMD
Rev. : 2
Date : 29/12/2004

Above all remember leadership is earned by the

commitment to the work you do.
Develop and maintain that intensity of
involvement and grow with it.
Some people grow in their jobs, and others do
not.
The ones who grow are passionate about their
business.

Just do it! Execution

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