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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. Hurlock's Study: Praise versus Criticism Research studies can be intellectual, academic, difficult to understand, and sometimes even irrelevant to our specific application. But there are other studies that can be very insightful and help us understand how better to do our job. There is one such study that I would like to discuss in this month's column. The information is so timely and connected to managing others that I think we all need to read and think about what the researchers discovered. The unique part of this study is that the … 2. Delegate or Die! By Megan Tough You Can't Do It All - Learning To DelegateThere is not a single management skill more critical to your personal and professional success as an entrepreneur than learning to delegate. But delegating successfully is much more than simply handing out assignments. It is more an exercise in understanding and accepting our own strengths and limitations.In this fast paced world, we must choose what activities it makes sense for us to do ourselves, and what it makes sense to let go of. None of us can … 3. Innovation Management – how will we make the go or kill decisions? By Kal Bishop Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that in… 4. Structure Your ADD Coaching Business for Success By Jennifer Koretsky The Structure ProblemStructure is an issue that most self-employed service providers struggle with. ADD coaches, in particular, often suffer from self-imposed pressure to always "be there" for the client. ADDers frequently need accountability and follow-ups, and many coaches fall into the trap of thinking that in order to be a good coach, they have to be available all the time.This is simply not true. The first rule of being a 'good' coach is to be a 'good' person!In order to be a 'good' coa… |
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