Leadership
Self, zoomed out: how you operate once you're responsible for other people's work, not just your own.
Self and Leadership are both about how you operate — Self on your own output, Leadership on everyone else's. Team and Organization are the other pairing: how the work itself gets organized, at project scale and company scale. Leading is the developmental arc underneath it all — knowing yourself, thinking clearly, working through others, growing other leaders, and leading through hard terrain.
Plan
Decide how the team is shaped and what you want from the people on it, before the cycle starts.
Org Design
Shape the team before you run it — roles, reporting lines, and who owns what. Succession Planning lives here too: who's ready to grow into what, before you need the answer.
Goal Setting
Team and direct-report goals, cascading from the org's — and the Performance vs. Professional Development split each direct report needs.
Development Plans
The 70-20-10 model for closing one specific gap — a different, deeper conversation than Goal Setting's performance and output targets.
Performance Improvement Plan
Formal, consequence-bearing — a different conversation again from Development Plans' growth-oriented 70-20-10.
Do
Run the team and the people on it, day to day.
Reflect
Stop and look back at how each person is actually doing.
Leading
Doesn't belong to Plan, Do, or Reflect alone — the developmental arc underneath all three: knowing yourself, thinking clearly, working through others, growing other leaders, and leading through hard terrain.