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. Following Successful Leadership Strategies 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: eagibbs@ureach.comManagement Consultant Suzanne Howard believes that leaders need not live a stressful life. So do I. To help you maximize your leadership potential, here is a ten-point strategy she sugges… 2. Stop the Revolving Door of Employee Turnover By Robert Cameron The challenge and cost of employee turnover is one of the most discussed, most frustrating and most misunderstood problems businesses face. CEO’s have identified employee retention as one of their key challenges in 2005. Yet organizations continue to struggle with this costly issue. The science of psychological assessments has recently advanced, allowing the development of much more predictive assessment tools.If you do not know what your employee turnover cost is, many experts agree that you … 3. The 3 secrets of Team Motivation The 3 secrets of Team Motivationby Alan Fairweather(c) Alan Fairweather - All Rights reservedhttp://www.howtogetmoresales.com/==========================================================Are workers telling the truth when they say they are ill?This question was posed on the Money Programme on BBCTelevision in December 2004. British Bosses are reportingthat more and more of their staff appear to be skiving offwith faked illnesses and many firms are taking new steps tocrack down on malingerers. Resea… 4. Improving Patient Sensitivity in Doctors and Hospital Staff By Jose Sanchez COMPANY/ORGANIZATIONA South Florida hospital. The CEO of the hospital saw the need to provide exceptional customer service to differentiate itself from the competition and avoid being acquired.PROBLEMThe hospital was undergoing a series of changes involving personnel, organizational alignment and even an expansion of the property which caused disruption to the entire staff. The attitude of many of the hospital personnel was focusing on the negative aspects of the changes and reflected on reduc… |
||||
