LEADERSHIP FOR RESULTS
Leaders and managers must crave to become outstanding in three distinct domains: their own individual performance, the collective performance of the departments under their jurisdiction, and scanning external environment and distilling insights on trajectories the future will take. They must also understand that while processes are important, value is measured on delivery; and that those at the end of the tunnel measuring value give little or no credit to the processes, but mainly care about results. Processes that are not value-centric are a nuisance; and if results cannot be measured, time and resources will be wasted. Results must be explicitly stated, measurable and concise. They must be understood across levels and the ‘’how to get there’’ must be precise, resourced, guided, inspired and ultimately celebrated. What is wrong with the manner in which we have hitherto defined and measured results? How should we lead differently to get the results? What should we do once we achieve the results?