For years, I’ve used a results-based approach to shape thought process and guide my execution as a strategic leader. This includes, harnessing the Result to not only define success, but also to engage, motivate, and of course, persevere. When done right, Starting with the Result goes well beyond simply defining a desired outcome; it takes the form of a leadership manifesto that one will ultimately come to embody.
Here are My Big Five Principles to bring this manifesto to life.
#1: Become versed in the 'language of Results'.
Language is a powerful thing. Words shape perception as well as the actions we choose to take. What one describes as an 'insurmountable challenge', another may perceive as a 'once in a lifetime opportunity'. A strong strategic leader will appreciate this distinction and shepherd the team towards the ‘language of Results’.
“Time to anchor the conversation by speaking an outcome-based dialogue.”
A great approach is to re-align the dynamic of the conversation where activities are referenced only in context to the Result. By constantly making the outcome central to the dialogue, it helps guide trajectory and avoid the misperception of progress, which often rears its head in the form of hours spent, funds consumed, or my personal favorite, number of meetings had. With every effort, try to avoid these rabbit holes. Time to anchor the conversation by speaking an outcome-based dialogue.
#2: Accept it. The Heroic Leader ‘is so 90s’.
Remember when it was expected to just look to the boss for all the answers, strategy was shared on a need to know basis and team performance was defined solely by ability to implement? Well…those days are long gone.
“It’s a new era. We’re all in this together. ”
To be competitive nowadays, the executive must pull up those extra chairs to the table and leverage the full potential, as well as talent, within the team. Only by doing so will staff come to appreciate the value of the chips in play and truly share the stake in the game. It’s a new era. We’re all in this together.
#3: Hire for talent...but collaborate to win.
Recruiting talent that’s well matched to the organization is unquestionably a strategy not to overlook. The degree a new hire can step into the position equipped with a results-based mentality, will directly impact their effectiveness, acceptance and ability to deliver.
“...a team that functions as a system will more often than not outperform a sole contribution.”
However, this isn’t the full story. To barrow a concept from the Greek philosopher, Aristotle, “The whole is greater than the sum of its parts.” Or applied to this context, a team that functions as a system will more often than not outperform a sole contribution - over a period of time.
Because of this, the executive has two outcomes to achieve. They must support the team in realizing the final Result as well as work towards developing an ecosystem where peer-to-peer coaching and deep-collaboration become commonplace. Not an easy task. But, developing this foundation will make the Result ever so much more easier to achieve.
#4: Push the pace.
In many cases, introducing a sense of urgency can be a good thing. Pushing the pace often gets the team connecting, innovating and working towards the Result, sooner rather then later.
“Know the team. Know the race. Know the pace. ”
It’s better to just accept it. There will always be an endless list of responsibilities that compete for attention and priority. At the end of the day, it comes down to effective oversight where tasks requiring urgency are expedited and those of less importance are moved to the background.
However, make no mistake about it. Getting to the Result, can be a marathon. What might be a reasonable pace or expectation for one, could completely burnout another. Know the team. Know the race. Know the pace.
#5: Anchor to Culture.
It’s important to understand the ebbs and flows of the organization. What are the norms and values? What motivates staff? What perceptual gaps exist between the boardroom and frontline?
To truly manage strategic delivery, the executive must invest time to understand the answers to these questions and appreciate how they interplay with their approach. Peter Drucker said it best, “Culture eats strategy for breakfast.”
An effective leader will look for areas where they can leverage corporate values, belief systems and ways of doing business that move the team closer to the Result. At all costs, don’t fall into the trap of assuming that an approach that worked at one organization will directly translate to another. This path could lead the team towards alienation in terms of how they work, think and define success. Invest time finding the road where strategy and culture meet.
“Invest time finding the road where strategy and culture meet. ”
