Getting Sh*t Done · Get Into Elite Careers

Getting Sh*t Done

In my previous contributions to this platform, I have explored the softer skills that, in my opinion, lead to thriving, rewarding careers – from mastering personal finesse to ace corporate interviews or creatively finding alternative pathways to success using the Third Door, snowballing to the top of your game involves combining a whole host of skills and approaches.

Above all this, however, there is one skill that underpins everything. Something so fundamental that without it everything else falls flat: simply, the ability to get sh*t done. That’s right, execution. Planning backwards, thinking forwards, and setting out a career strategy mean nothing without actually implementing what you brainstorm, think, and plan. I’m going to go straight to the heart of why this is.

Sir Michael Barber, educator, author, and former Head of the Prime Ministers’ Delivery Unit (2001-2005) is one of my favourite writers when it comes to government and policymaking. His How to run a government is a call to action for government leaders and public servants to avoid the tendency of getting bogged down in strategy and planning, and refocus their attention on execution and outcomes. It is both a manifesto and a manual for action-oriented government, drawing on Barber’s experience advising administrations in both the UK and the US, and as far away as Malaysia.

Barber’s "deliverology" model, which he developed from his PMDU experience, emphasizes data-driven performance metrics, accountability, and a relentless focus on outcomes. His approach has influenced governments and institutions around the world and serves as a guide for leaders in both the public and private sectors seeking practical frameworks to improve large-scale operations. The wisdom in How to run a government, however, delivers a message for all. Not just policymakers and public servants. No, the importance of, crudely, getting sh*t done, is inherent in every career pathway and every walk of life.

To take Barber’s lessons and apply them to careers is to understand that success isn’t defined by ideas, intentions, or even opportunities—it’s defined by outcomes. The workplace rewards those who can execute, who can take an ambitious concept and break it down into tangible, achievable steps, and who can deliver results that others rely on. Whether you're drafting a pitch, leading a project, or managing your own development, the principles of "deliverology" apply set clear goals, track your progress, and hold yourself accountable to outcomes. Because in the end, the ability to consistently get sh*t done is what builds reputations, earns trust, and drives meaningful progress in any field.

In my experience, “snowballing” to where I am now has happened because I don’t set unrealistic ambitions and expectations and then fail to meet them, I set modest goals and expectations and then exceed them by simply becoming excellent at the basics. What Michael Barber is making the case for is not something extraordinary, rather, he is asking that governments and public leaders do the ordinary (setting goals, tracking progress etc.) extremely well and with a consistent focus on outcomes. In practice, this means understanding what is expected of you (or setting your own, reasonable, expectations) and performing to the best of your ability within these parameters.

From this, what can we learn?

Mastery of the fundamentals is often what sets exceptional professionals apart. Chasing lofty ambitions or getting lost in overcomplicated planning is not what makes someone “good at what they do”. This is about meeting expectations consistently, exceeding them where possible, and always staying focused on execution and tangible results. Whilst perhaps not the intended audience, Michael Barber’s How to run a government has a lesson for us all: focus on nailing the essentials and executing your key expectations, then the rest will surely follow.

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