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Organizational Results

Oct 29, 2009
Organizational Results

Kendall L. Stewart, M.D.

Leaders exist to produce exceptional results. This is a lot harder than it sounds. Leaders tend to avoid discomfort just like everyone else. But sustained, exceptional results always demand an ongoing investment of significant emotional energy that is uncomfortable. At the end of our careers, only half of us will have been above average. Everyone wants to achieve and sustain exceptional results, but few are willing to pay the price.
Most people do not show up to work burning with the passion to produce exceptional results. They want to do what they want to do. They don’t want to do what they don’t want to do. They want to be paid more for it. They want to be told how wonderful they are—particularly when they are not. They don’t want to be uncomfortable. They don’t want to change. They often do not know what to do. When they do, they often would rather not.
In the face of these daunting challenges, successful leaders follow an evidence-based process to achieve and sustain exceptional results. Some of the steps in that process follow:
 

1. Focus relentlessly on results. Don’t be afraid to be a fanatic. Start every meeting with a pointed discussion about those results that are falling short and why. Keep pressing until you have a credible action plan. Create an energizing discomfort by insisting on specific task lists, individual accountability and timelines.

2. Field the best-possible leadership teams throughout the organization. When we get a job—even a leadership position—we forget the playground reality that players are chosen for the team based on their ability to contribute to the team’s success. In spite of the pain involved, leaders are morally obligated to field the best-possible organizational team.

3. Extrude the net-negative people. All of us have positives and negatives and so long as our positives outweigh our negatives we can make a valuable contribution to our organizations. When we become net-negative though, we poison the atmosphere and distract those who are trying to focus on producing the results we want.
What steps do you take to get results?

10 Comments
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10 Comments

  1. stewartk  •  Nov 4, 2009 @6:11 pm

    Most high performers are strongly supportive of removing net-negative people from the workplace. They would rather work “short” than to be forced to function in an environment poisoned with negativity.

  2. Vicki Noel  •  Nov 4, 2009 @6:59 pm

    While all leaders would concur that even they themselves would rather work short than have to manage a net-negative employee, the desire to be “loved” and unwillingness to be uncomfortable often trumps doing the “right thing”.

  3. Leeann Sammons  •  Nov 5, 2009 @2:34 pm

    Producing exceptional results also requires leaders to ask what may seem like a ’silly’ question and to think creatively and outide the box.

  4. Kendall L. Stewart  •  Nov 6, 2009 @6:45 pm

    Asking the right questions is perhaps the hardest part of the leader’s job.
    It is much easier to go with the flow and just think what everyone else is thinking.
    It is also hard to ask questions when you know you will upset others or be challenged.

  5. Claudia Burchett  •  Nov 8, 2009 @4:53 pm

    Often people believe that everything is being done to reach a result but when we are not meeting or exceeding our targets, leaders must challenge to reach deeper and think differently so we can achieve results. This creates discomfort which serves as a catalyst for change.

  6. Wendi  •  Nov 8, 2009 @4:57 pm

    It is true, it is often difficult to do the “right” thing. Stepping outside the situation and searching for data and/or evidence to support your position can help to provide buy in and rationale that your collegues can embrace.

  7. Randy  •  Nov 9, 2009 @10:38 am

    Leaders must challenge themselves to pick a departmental indicator that matters. “Teamwork” for example, must be measured by the process that best produces results for the entire team.

  8. Amy Fraulini  •  Nov 11, 2009 @4:18 pm

    Being a great leader means you must accept being uncomfortable and you must accept that you must make others feel
    uncomfortable.

  9. Shawn K. Jordan  •  Nov 11, 2009 @5:04 pm

    Ensuring staff that what they do, does make an organizational difference helps with buy in on what we are here for – producing results.

  10. Leeann Sammons  •  Nov 12, 2009 @8:51 am

    Discomfort should not paralyze. Discomfort should spur renewed energy, focus, engagement and ultimately action that will improve the desired results.

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