Thousands of studies have been carried out to identify the characteristics, qualities or attributes that people must possess to become leaders. Most suffer from a deficiency; they focus on only one of the areas that define a leader: the qualities or attributes of leaders. But, reality tells us that a person can possess all the qualities of leaders, but if, in practice, he does not achieve results, he cannot be considered as such. Thus, the equation of maximum effectiveness can be expressed as follows: “Effective leadership = qualities x results”.
During the last decades, thousands of studies have been carried out to try to identify the characteristics, qualities, attributes or behaviors that people must possess in such a way that they can become successful leaders, in any field, not only in business.
An incomplete vision
There are dozens of models, schemes, profiles that try to describe as accurately as possible what a leader should be like. However:
Most of these approaches suffer from a deficiency; they focus on only one of the areas that define, in practice, a leader: the qualities or attributes of leaders.
To correct this deviation, Ulrich, Zenger and Smallwood, in their book Results-Based Leadership (Harvard Business School Press), propose a new approach based on the argument that the qualities, attributes, characteristics that make a leader only represent half of the equation. For these authors, real leadership is based on the following formula:
Effective leadership = qualities x results.
The key idea is the following: a person can possess all the qualities of leaders (charisma, self-motivation, vision of the future, knowledge of the company, etc.), but if, in practice, he does not achieve results, he cannot consider yourself a leader. He will be a "good boss", a person with skills to interact with others, knowledgeable about the processes and systems of the company, he will know how to speak well in public, be an excellent administrator and may even have a captivating physical figure… but, If it does not produce results, it will not be a leader.
The criticism made by the authors is especially directed at the efforts made by many companies to train leaders. They argue that most of these efforts focus exclusively on the development of leadership qualities, but do not delve into the need to produce results, which is an inherent part of the leadership role.
The authors do not downplay leadership qualities. They are considered an indispensable and essential part of a true leader. But, they insist that it is not the only thing, as, apparently, the authors of so many books, courses and manuals on leadership think.
Comprehensive leadership
From the point of view of these approaches, truly effective and effective leadership, integral leadership, is supported by two large columns: qualities or attributes and results. The qualities or attributes part consists of four key skills or characteristics for:
Set the course: vision, customers, future of the organization.
Demonstrate personal character: habits, integrity, trust, analytical reasoning.
Encourage individual involvement and dedication: pro-actively mobilize staff under your command, get others to commit, share power, get others to do.
Engender organizational capacity: form teams, lead and manage change.
But, it is not enough to possess the above qualities or attributes. The job of a leader demands more than personal qualities. No matter how many leadership qualities a person may be, if he does not care about results, he will end up being inefficient and his position unproductive. Leaders, we repeat, must produce results. If they don't, they are not really leaders, as every leader must learn to understand results and focus on them. Leaders must learn to set objectives that guarantee the fulfillment of short, medium and long term goals.
But, it is not about achieving "just any" result. To be truly effective, the leader must be able to produce concrete, expected and planned results in four major areas:
Results for employees: enhance investment in human capital, develop the organization's human capital to its highest levels.
Results for the organization: foster organizational capital; organizational capital represents what the organization does beyond the talent of its individual members; develop organizational capital in such a way that long-term success does not depend on an individual, but on the organization as a whole.
Results for the business assets: take the economic assets of the organization to its highest possible levels; focus its achievements on the market and customers, which are the primary source of wealth for any company; segment customers and then personalize the company-customer relationship; enhance the efficiency of the use of financial resources.
Results for investors: as a result of achievements in the other three areas, raising shareholder value; focus on profitability in the medium and long term (not just in the short term); devote your attention to three aspects in particular: costs, growth and equity.
14 steps to improve your personal results orientation
In Chapter 7 of their book, the authors we are reviewing propose a set of 14 steps whose application will allow anyone currently in a leadership position to modify their own leadership behavior with a better focus on results. They are as follows:
1. Start with absolute focus on results.
2. Take full and personal responsibility for the results of your area or group.
3. Communicate expectations and objectives clearly and specifically to the personnel under your command.
4. Determine what you must do personally to improve your own results.
5. Use the results as the definitive model to consolidate and strengthen your leadership practices.
6. Participate in activities and development opportunities that help you produce better results.
7. Know the capabilities of each member of the staff under your command, make the most of them and provide all appropriate development opportunities.
8. Experiment and innovate in the aspects in which it exerts influence, constantly looking for new ways to improve performance.
9. Measure the correct indicators and increase the rigor of this measurement.
10. Act constantly; otherwise the results will not improve.
11. Increase the pace or speed of the personnel under your command.
12. Ask others in your organization for feedback on ways you and your group can improve your results.
13. Make sure it is clear to your subordinates and colleagues that your motivation to be a leader is the achievement of positive results (and not a personal or political advantage).
14. Set an example and fight for the methods and results that you want your group to use and achieve.
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