1 of 21

Results

accomplishing what God calls us to do

2 of 21

Results

Results tell us where we are on the journey

of pursuing the vision God has given us.

Andrea Buczynski

3 of 21

Results are the outcomes

of the leader who is…

building Relationships,

attending to the organizational Roles,

and implementing the leadership Responsibilities.

Mark McCloskey

4 of 21

Matthew 25: 14-30

5 of 21

Leaders who care about results

also care about:

Heart

Strategic Clarity

Execution

Measurement

Accountability

6 of 21

Heart

Prayer Holy Spirit Attitude

7 of 21

What might cause these situations?

“We evaluate, evaluate, evaluate,

but nothing ever changes.”

“It is not enjoyable to be on a team

where people are not growing.”

8 of 21

Strategic Clarity

2. Strategic Clarity

The CCC Global Direction Pyramid brings strategic clarity to every leader and team member and provides the visual focus to our purpose, vision, mission and values and the foundations of the results we hope to achieve, like movements everywhere. It clarifies outcomes.

In the role of Direction Setter, “asking where are we going”, the leader answers, “What is our Mission?”

In the role of Coach, “developing the team to reach the mission”, the leader ensures that each person can answer three questions:

What is the Mission?

What is my part in the Mission?

How do I do my part?

Especially in a volunteer-focused organization make sure every individual is crystal clear on those three questions is critically important work for a results-based leader. This requires the leader to spend time with volunteers, partnering individuals and organizations to ensure they have strategic clarity, support and buy-in to the values that give foundation to the mission.

Possible example: One leader told me that he realized after ten years of partnering that some of the partner leaders in his city had been happy to use the funds provided in the partnership, but had not truly embraced the values of his organization. Much of his time, money and leadership energy had been wasted. He came to the realization that he needed to select carefully for partners and volunteers who truly were going in the same direction. As one leader put it, “If your minds are not together, you are not together.”

9 of 21

How can a leader use

Global Direction

to move his team

to greater results?

10 of 21

WIGs Lead Measures Scorecard Accountability

Execution

11 of 21

Leaders measure

Leaders measure the right things

Leaders use

the information

to act

Measurement

4. Measurement

Leaders lead with information. They seek information, do research, evaluate and assess the core activities to “see” what is going well and what is not going well. They confirm what they are doing right and identify what they are doing wrong – what needs to change “right now!”

Change Agent leaders constantly use information to:

Understand the audience the team wants to reach

Know the current reality

Think strategically

Set clear direction

Lead change

Track, measure and celebrate progress.

Evaluate effectiveness of current strategies & activities

How do I lead in light of this global direction. The leader who seeks results determines what he will measure based on the mission and vision God has given. The local leader embraces this direction and interprets it into action at the local level.

12 of 21

What information is most important to measure?

How will you gather that information?

NOTE to Facilitator: Feel free to adapt these categories to your specific audience

Individuals

Do we have the right people in the right job doing the right things in order to get the results needed? Are we developing our people to achieve the results needed?

The Team

Does my team have strategic clarity, clear measures and milestones identified so, for example, each person knows exactly what is expected from them in the next 90 days?

The Organization’s Mission

How might we as leaders achieve greater strategic clarity? What can we do to involve everyone in shaping the strategic clarity, including volunteers and partners?

Financial Results … Investors/Supporters

What needs to be done to build the financial foundation needed to reach the mission? How do we involve our investors and supporters more effectively to help us have the financial capacity to get to our vision?

Leader Development Results

Do we have the leadership capacity to get the results needed? What can we do to increase our leader development efforts. How will we know if our leader development strategies are working well? What are we measuring?

13 of 21

14 of 21

How might a leader use

Local Movement Indicators

to lead the team?

15 of 21

What is our plan to make corrections?

How will we hold ourselves accountable to the plan?

Accountability

16 of 21

How can a leader

increase accountability

with the team?

Try to understand the reasons for unclear accountability. Use the reasons above as a starting point for a discussion with your team and your managers. Identify the cultural patterns that characterize your organization and think about ways to overcome them.

Reasons Accountability is Muddled

Complexity of Organizational Structure
Work processes are constantly evolving and cut across different organizational units
People work hard to avoid accountability … especially accepting responsibility for failure

Make it clear who is accountable for what and how results will be measured. Make sure you set these rules before starting any cross-functional assignment. At the same time, communicate the upside of success and the downside of failure, so no one needs to guess what will happen.

Appoint process champions. Especially for activities that cut across different parts of the company, process champions will have end-to-end responsibility for achieving the desired metrics. These are difficult roles to play since they often come without full authority for all of the resources, but they are a step in the direction of single accountability for dispersed activities.

(“Why Accountability is so Muddled”, Ron Ashkenas, HBR, Nov 26, 2012

Create an Accountability culture – expected, normal, positive, helpful, rewarded, growth oriented

If time permits, allow the participants to consider a personal application for these principles using an area in their experience where they need to improve accountability.

17 of 21

Read and discuss the Case Study

What principles did the team use

to work more effectively

and produce greater results?

18 of 21

What connections do�results have with…

Leadership Framework

Culture Elements

Our Core Values

19 of 21

What are common mistakes

leaders make as they work toward results?

20 of 21

What are some of the �consequences�of poor results leadership?

21 of 21

Effective leadership is not about making speeches or being liked;

leadership is defined by results

not attributes.�

Peter Drucker