Focusing on RESULTS !

1. Focusing onRESULTS!

2. Leadership and Results When you hear the word results, what comes to mind?

3. Defining Leadership “A leader’s job is to make sure the organization does the right things, while a manager’s job is to make sure we do those things right.” Warren Bennis: Why Leaders Fail

4. Defining Leadership “I’m talking about leadership as the development of vision and strategies, the alignment of relevant people behind those strategies, and the empowerment of individuals to make the vision happen despite obstacles.” John Kotter: What Leaders Really Do

5. Defining Leadership “Effective leaders must connect the attributes of leadership to results.” “Being capable and possessing the attributes of leadership is terrific, but capability must be put to appropriate and purposeful use. …leaders must strive for excellence in both terms; that is, they must demonstrate attributes and achieve results.” Dave Ulrich, Jack Zenger, Norm Smallwood: Results-Based Leadership

6. Defining Leadership “Execution is the great unaddressed issue … today. It’s absence is the single biggest obstacle to success. … Execution is not just tactics… It has to be built into an organization’s strategy, its goals, and its culture.” “The organization’s leader cannot delegate its substance.” Larry Bossidy and Ram Charan: Execution – The Discipline of Getting Things Done

7. People Results Strategy Necessary Linkages

8. People Strategy Strategy Results • You cannot craft a worthwhile strategy if you don’t have or cannot get what’s required to execute it – the right resources and people. • Strategy takes into account people and operational realities. • You must know your capacity and capabilities when you craft your strategy.

9. People Strategy Results People – Staff • Getting results requires that the right people, individually and collectively, focus on the right details at the right time. • To get results staff have to be committed to the strategy and the action plan. Ideally they are involved in creating the action plan and have a vested interest in its success. • Staff must be accountable for getting results.

10. People Strategy Results People – Leaders • Only a leader can ask the tough questions that everyone needs to answer, then manage the process of debating the information and making the right trade-offs. • Part of the leader’s responsibility is to observe the players, individually and collectively – on the field and “from the balcony.” • The leader uses knowledge of the business to constantly probe and question; to bring weaknesses to light, and to rally staff to correct them.

11. People Getting Results is … Results Strategy “…a systematic process of • rigorously discussing ‘hows’ and ‘whats,’ • questioning, • tenaciously following through, and • ensuring accountability. It includes • making assumptions about the business environment, • assessing the organization’s capabilities, • linking strategy to operations and the people who are going to implement the strategy, • synchronizing those people and their various disciplines, and • linking rewards to outcomes.” Execution

12. Behaviors that Yield Results • Have an absolute focus on results. • Take complete and personal responsibility for your group’s results. • Clearly and specifically communicate expectations and targets to the people in your group. • Determine what you need to do personally to improve your results. • Measure and increase the rigor with which you measure. • Constantly take actions; results won’t improve without it. • Seek feedback about ways you and your group can improve outcomes. • Model your methods and strive for the results you want your group to use and attain. Results-Based Leadership

13. References • Execution – The Discipline of Getting Things Done, Larry Bossidy and Ram Charan, Crown Business, New York, NY, 2002. • Results-Based Leadership, Dave Ulrich, Jack Zenger, and Norm Smallwood, Harvard Business School Press, Boston, MA, 1999. • Getting Things Done – The Art of Stress-Free Productivity, David Allen, Viking, New York, NY, 2001.