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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.
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More Articles:1. The Four Laws Of Leadership (Part Two) PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 1077Summary: The best leadership is motivational. But the author contends that most leaders misunderstand motivation. Here are four laws of motivation that will help yo… 2. Defining Supply Chain Management Companies that deal with inventory will have to have some sort of system in place to effectively manage the supply chain that exists for any type of sales. A system of inventory needs to be as smooth running as possible so that a company is able to fulfill all its orders in a timely manner. If there is a shortage of inventory, sales fulfillment will fall behind and the company is in danger of losing both its reputation and credibility. More and more companies are using some type of supply chain … 3. Lack of Operations Manuals Stunting Your Growth? By Mike Hayden Lack of Operations Manuals stunting your growth?CONTENTS:1. Do you lack functional Operations Manuals? 2. Use a SYSTEM to write your Operations Manuals! 3. Yes, but my people just don't/won't write stuff down! 4. But people WILL write stuff down - if ... 5. Call to Action.1. Do you lack functional Operations Manuals?Great businesses depend on systems, not people.That's because you can duplicate systems, but not people.If your business can't duplicate salable results, it won't survive. Duplica… 4. Don’t Get Down – Manage Up! By Richard Gorham "Experience is not what happens to a man; it is what a man does with what happens to him." - Aldous HuxleyEver have one of those supervisors that just didn’t quite get it?Perhaps you even wondered from time to time how in the world this person ever became a manager in the first place?The truth is that most of us, at some point in our career, will experience this firsthand. No doubt, it’s a tough situation to be in when you work for someone whose leadership skills are less than desired.So what … |
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