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Why Results-Based
Leadership?
What is missing in most leadership-related
writings and teachings, is the lack of attention to results. Most of them
focus on
organizational capabilities
– such as adaptability, agility, missiodirected, or
values-based
– or on leadership competencies – such as
vision,
character,
trust, and other exemplary
attributes, competencies and capabilities. All well and good, but what is
seriously missing is the
connection between these critical capabilities and results.1
And this is what results-based leadership is all about: how
organizational
capabilities and leadership competencies lead to and are connected to
desired results.
Benefits of Results-Based
Leadership
By helping
leaders
at all levels get results, results-based leadership frees productivity from
constraints of hierarchy and the limitations of position.
Employees willingly follow result-based leaders
who know both who they are (their own
leadership attributes) and where they are going (their targeted
results). "Such leaders instill confidence and inspire
trust in others because theу are direct, focused,
and consistent."1
Results-based leadership makes
performance measurement
easier. "Without a results focus, calibration of leadership becomes
extremely difficult. Measuring results helps organizations in many ways,
from tracking leaders' individual growth, to comparing leadership
effectiveness in similar roles, to clarifying the leader selection process,
to structuring
leadership development programs, to
using results as the standard filters who should enter an organization and
how they should be trained."1
Managing for
Results
3 Strategies of
Market Leaders
Surprise To Win: 3 Strategies
Setting objectives is not
enough. The only place where meaningful management results can be won is the
outside world. Managing for results is expansion of
Management by Objectives
(MBO) into the marketplace. It is the theory and practice of how to produce
results on the outside, in the market and economy.
To achieve these results, you
should develop a solid, sound,
customer-focused,
and
entrepreneurial strategy, aimed at
market leadership, based on
innovation,
and tightly focused on decisive opportunities...
More
Case
in Point
25 Lessons from
Jack Welch
While boosting productivity and getting results were of paramount importance
to
Jack Welch,
the legendary former CEO of General Electric,
how someone got a
team;
to perform mattered more.
25 Lessons from Jack
Welch
Welch urged other leaders at GE, "Make sure
you have the very best people to carry your
vision out. Hire
those most capable of turning visions into reality – ask questions about
how they might go about attacking a particular thorny problem. Promote
those people who have the best record of making things happen."...More
Fidelity Investments
fundamentally believes that employees practice
Kaizen
most enthusiastically when they feel a deep sense of ownership in the work.
Fidelity fosters this feeling of ownership by
dividing power in the company among small divisions (each called a company) with
aggressive
entrepreneurial leadership.
Each of these Fidelity companies is responsible for its own management systems,
its own strategies and activities – and its own results....
More
Finding the
Balance and Connection Between Attributes and
Results...
Turning Your Leadership
Attributes into Outcomes...
Two
Interwoven Parts of the Strategic Achievement...
Five Keys To Building
a Great Company...
Strategic Achievement...
Managing for Results: The Eight Perceptions...
Learning SWOT
Questions...
Organizational Capability
Approach...
How To Lead Creative
People...
Delivering Balanced Results
through Coaching...
Case in Point
30
Lessons from Konosuke Matsushita...
Case in Point
25
Lessons from Jack Welch...
Case in Point
12
Lessons from Steve Jobs...
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",
Daniel Goleman
,"
Peter Drucker