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What is Results-Based Leadership?
Results-based leadership has relentless emphasis on results.
It's simple equation:
Effective leadership =
attributes
×
results.
"This equation suggests that leaders must strive for
excellence in both terms: that is, they must both demonstrate attributes and
achieve results. Each term of the equation multiplies each other; they are
not cumulative."1
The Foundation of Leadership
By: Brian Tracy
The most important quality of leadership, the
one quality for which you want to be known, is extraordinary performance,
with the goal of achieving extraordinary results. These results then serve
as an inspiration to others to perform at equally exceptional levels. People
ascribe leadership to those men and women who they feel can most enable them
to achieve important goals or objectives...
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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,
mission-directed, 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.
Results-based leaders define results by understanding
audience and customer needs. They continually ask and answer the question –
"What is wanted?" – before they decided how to meet these needs.
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
Leadership-Management
Synergy
Leaders:
Pursue opportunities.
Managers:
Reduce risks.
► Resulting synergy:
Strategic Achievements...
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Becoming a Motivational Leader
You
accept complete responsibility for
results. You refuse to make excuses or blame others or hold
grudges against people who you feel may have wronged you. You say, "If it's to be, it's up to
me." You repeat over and over the words, "I am responsible. I am
responsible. I am responsible."...
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The Five Factors that Make a
Project Successful
To be successful, a project must
have4:
-
Agreement
among the project stakeholders – the team, customer, and management –
on the goals of the project...
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Managing for Results
To achieve 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...
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Strategic
Innovation
Strategic Innovation is the creation of
growth
strategies, new product categories, services or
business models that change
the game and generate significant
new value for customers and the
corporation...
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Finding the
Balance and Connection Between Attributes and
Results...
Turning Your Leadership
Attributes into Outcomes...
Two Interwoven Parts of
the Strategic
Achievement...
Managing for Results...
Strategic Achievement...
Managing for Results:
The
Eight Perceptions...
Organizational Capability
Approach...
Delivering Balanced
Results through Coaching...
Case in Point
25
Lessons from Jack Welch...
 |
, Daniel Goleman
, Peter Drucker
