Results Based Leadership

By leaving the old, traditional leadership model and embracing one that actually works with the fast-paced, ever-changing 21st century, makes good business sense.

Think for a moment of a leader you appreciate or admire. Then jot down three of his or her qualities that make this person a leader to you.

If you were in a group of three or more, do you believe everyone would identify the same person as a leader and list exactly the same three qualities?

From my experience, the answer is a resounding no.

What really needs to happen is to change the 19th and 20th-century mindset about what makes a good leader. In the past, the focus was on competencies or skills.

Yet we know different leaders with different skills or competencies are quite successful. So where do we start with this change of mindset?

Stephen Covey has been quoted countless times as saying “to begin with the end in mind.”

What would happen if existing and future leadership programs would be centered around a results-based model of leadership instead of a competency-based one?

• Would this change in paradigm work with the natural or developed talents of the existing workforce instead of forcing some into the square peg in a round hole way of thinking and doing?

• Would the innate potential residing within each individual be released instead of being confined or conformed to the existing status quo?

• Would employees begin to feel truly valued as contributors to the bottom line instead of believing their efforts do not make a difference?

Noted business management guru Peter Drucker once wrote, “Leadership is all about results.” If businesses, be them micro small to the big guns, cannot secure the desired results, they will not be competitive and will eventually no longer be in business.

When organizations recognize by defining the desired results first and then growing the people through development along with supporting processes, they will have taken the first steps to ensure the achievement of those results.

The authors of the book “Fail-Safe Leadership” compare a competency-based leadership model to a results-based leadership model.

Beyond the obvious that the results-based leadership model is forward thinking where the competency model is the status quo, one of the key differences is the presence of alignment within a results-based model. Misalignment is one of the most obvious problems in many organizations. Of course, a results-based model looks to measure all results while it is difficult to measure results using a competency model.

By leaving the old, traditional sales leadership model and embracing one that actually works with the fast-paced, ever-changing 21st century, makes good business sense. Yet, I wonder how many will continue to do what they have always done and get what they have always received while still hoping for different results?

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