At USG, we developed a set of project objectives in 2003 for LinX. These objectives never changed. We reviewed them at every executive committee meeting and board meeting. We used them to remind our teams why we were working on the project. We ignored everything else that did not help us achieve one of these objectives.

Objectives must be definable and measurable. Leaders define and measure. That is how you keep score during execution.

Execution Premise #2 – “Vendors Lie. Software doesn’t work.”

I say this a lot. I know that everyone in IT thinks it. The phrase came from my husband years ago (and I don’t always remember to credit him). Let me explain: you might think that a simple problem should mean a simple solution. It frequently doesn’t. For example, to implement three basic software modules that supported six clear customer satisfaction and operational efficiency objectives, we required over 200 reports, interfaces, conversions, and extensions – all expensive custom code. It is rarely a simple turnkey solution when dealing with the scale of a Fortune 500 company. Don’t let any vendor convince you, your staff or your peers that their software alone solves all of your problems.

Execution Premise #3 – “Trust one who has gone through it.”—Virgil. This is also subtitled “you don’t gets (SIC) to be a saint for being stupid”.

Complex projects require a lot of talent. It would be naïve to believe that one partner or one firm could or should provide a single source of talent. I believe it would actually be dereliction of duty to only use one source. Real leaders understand this and are not afraid to surround themselves with people who are smarter than they are. Real leaders also know how to get the top talent to work together.

Execution Premise #4 – “Bad News Can’t Wait”

I learned this phrase from one of my best role models. Every leader experiences at least one pivotal moment when the game plan is not working and needs the facts and the information ASAP. That is why as a leader I tell people all of the time “bad news can’t wait.” People frequently walk into my office and say “do you want the good news first or the bad news first?” I always respond with “the bad.” Even more importantly, if your team or your sponsors aren’t aware of even the potential for the bad news, YOU AS A LEADER HAVE AN OBLIGATION TO TELL THEM – HONESTLY AND DIRECTLY. This isn’t fun or easy. I have found the team members and co-workers whom I count on the most are those who come to me to tell me something that I need to know, but didn’t really want to hear.