Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part One)Learn Management Articles on management-info.biz. Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part One) article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
Word count: 580 Summary: The author asserts there are two kinds of results leaders achieve, standard results and deep results. All leaders know what standard results are, but few leaders know what deep results are. In the long run, standard results, though necessary, are far less important than deep results. Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part One) by Brent Filson I've challenged all leaders I have worked with during the past two decades to achieve 'more results faster continually.' They can get on track to start achieving such results not by working harder and longer but by slowing down and using Leadership Talks on a daily basis. However, I also tell them that getting on the more-results-faster-continually track is not an end but a beginning. They must then begin focusing not just on the quantity and speed of results but the kind of results they aim to achieve. There are roughly two kinds of results, standard results and deep results. Most leaders understand standard results but fail to come to grips with deep results. In fact, these leaders go through their entire careers getting the former, but they don't have a clue about the latter. Of course, standard results are necessary. But in the long run, they are far less important than deep results. We know what standard results are. They are the results we must get in our jobs, such as: speed, productivity, operations efficiencies, sales closes, sales leads, sales to new customers, failure prevention, health and safety advancements, quality, training, quality control, logistics efficiencies, marketing targets, new revenue streams, sales erosion, price calibrations, cost reductions, demand flow activities and technologies, inventory turns, cycle time reductions, materials and parts management, etc. Whereas achieving standard results enables us to do a better job and have a better career, deep results are different. Deep results are about being better leaders. Of course, being a better leader will have a positive impact on your job and your career. But there is something else involved: Being a better leader means being a better person. Who we are as a leader and who we are as a person should be the same thing. If they're not, we diminish both our leadership and the person we are. Look at it this way: Standard results are about 'doing'; deep results are about 'being'. Our most important achievements as leaders are not just what we achieve but who we become in that achieving. For instance, if we don't get standard results in our job, we fail in that job or at least in that particular aspect of the job. But in the realm of deep results, such failure might lead to success if in that failure, we find a better way to lead, a better way to be better. Here are some ways deep results differ from standard results. --Deep results emerge over longer periods of time. --Deep results encompass wider circles outside your job, usually impacting your family, friends, and relatives. --Deep results are often not conventionally successful results. They can come in the guise of failure. --Deep results can't be quantified. They're usually a quality of living or being. --Deep results are often not immediately apparent. Usually, you become aware of them after they appear and sometimes long after they appear. --Deep results are formed in your inner life and the choices you make over the things you control, your opinions, aspirations, and desires. --Deep results shape, and are shaped by, character. How does one go about getting deep results? There are many paths up this mountain. But one path is straight and steep and clear. In Part Two, I'll show you that path and provide examples of deep results in action. 2005 © The Filson Leadership Group, Inc. All rights reserved.
|
More Articles:1. People - You Can't Make Them What They're Not By Alan Fairweather Many business people and managers are spending too much time trying to change the underperforming people who work for them. They seem to believe that if they train people - tell them what to do or even threaten them with the sack - then the performance level will go up.The successful manager concentrates on developing the strengths of his team members - not trying to correct their weaknesses. Sometimes you have to manage around a weakness, but you can't make people what they're not.Some years … 2. The Email Trap By Denise O'Berry If you sit at a computer for most of the day, it's tempting to constantly check your email to see what's new. But that's a time management disaster if you're trying to make progress in your business. Resist the temptation. Here are some tips to help you get that time eating monster under control.- Turn off email notification (like the beep or pop up screen). It's just like a ringing phone that demands to be answered. Even in the instant world that exists today, email can wait.- Establish a sch… 3. Creating Unlimited Belief for Success! What's holding your team back from experiencing 'breakout performance'? It may be those Old beliefs and Personal Insecurities (aka: conceptual barriers)? Conceptual barriers are the barriers that are right behind the eyes, DEEP within the brain. 'Beliefs' which were planted at a very young age and re-enforced over a long period of time - which is why they are so hard to 'dislodge'. Use the following exercise to help your team members identify their limiting beliefs and feelings. Then explain how… 4. Is Your Performance Review System Outdated? By Doug Staneart One of the most common complaints we hear from interviewing employees in the construction industry is, “I never get useful feedback about how I am doing my job.”Most companies today use a performance appraisal system or a performance review system that was invented decades ago in a much slower business economy. So data that is given to employees in annual, semi-annual, or even quarterly reviews tends to be outdated by the time it is received by the person who could benefit most from the infor… |
||||
