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. Why Write Down Your Ideas? Whether you're a manager, professional, or entrepreneur you need to think ahead. When you do it in a formal sense, it's called it planning, when you do it informally it's something like speculating.Whether you're planning or speculating, the exercise represents just the tip of the iceberg. For the plans or scenarios to amount to something, they have to be implemented. In turn, that usually involves other people.Which takes us to the subject of communication: How do you convert those ideas in you… 2. The Death Spiral By Rick Johnson Sometimes things just happen. Maybe we lose focus and take our eyes off the ball. Maybe we don't recognize the signs. Sometimes it happens quickly due to a loss of a major customer or loss of a major product line. Sometimes it is a slow, gradual process. Market share seems to evaporate; gross margin exhibits an extended period of decline. Morale suffers, employee turnover increases, net profit declines, costs seem to get out of control and losses become imminent. Some Owners, Presidents and CE… 3. Doing More With Less By Cynthia Kyriazis This is a bottom-line environment.Decreasing the downtime of revenue producing employees is a major concern. Efficiency, effectiveness, productivity gains, lowering expenses and increasing ROI are words we are all hearing more of these days. Yet "Sales and Marketing Management" magazine says that less than half of today's sales forces have ever sold during the type of economic market we are currently facing.InvestmentAside from the obvious investment in training, sales professionals are provid… 4. Quick Tip - Effective Meetings Earn a Profit By Steve Kaye Most people treat meetings as a free resource that can be used to deal with any issue. As a result, huge amounts of time and money are wasted on trivia.A meeting is a business activity (not a social event) and should be designed to earn a profit. Here’s how.1) Calculate the cost of the meeting by multiplying the number of participants (N), their labor rate (R), and the length of the meeting (t). Then add all other expenses (E), which should include travel, materials, refreshments, room ren… |
||||
