What does result driven mean

Furthermore, it is so easy to become a slave to the process, which means that results would invariably take the backseat. On the other side of the spectrum, we have the results-driven mindset. This is mostly self-explanatory. By being results-driven, your focus is in — what else? Basically, by being results-driven, you set specific end goals, and then create action plans, use tools, and match results to achieve them. From an organizational perspective, the concentration is on meeting objectives and delivering them on time, within budget, and in excellent quality.

Ergo, performance is valued higher than procedures. The results-driven mindset also has a number of notable advantages.

First of all, because of its focus on results, needs will be addressed as and when they arise. Not only that, having a results-driven frame of mind ensures that growth is steady and inevitable, both for the individual and the company. Best of all, this focus on results encourages initiative and dynamism, and even show leadership.

On the downside, focusing solely on results can lead to a clash of objectives among departments. Not only that, this could lead to a very narrow perspective. Having a goal is a good thing. As a matter of fact, a goal is an awesome thing to have. A goal keeps you focused and gives you purpose. Leadership needs to be comfortable with it before expanding the practice.

Get a feel for the best way to track goals with a dozen of people before asking hundreds to follow. A common mistake is to think goal setting is about numbers. But goal setting is first and foremost about making sure everyone is looking in the same direction. Knowing how far you've come is secondary to that. Explain the expected impact in simple words without using numbers. Your team will have an easier time deciding what metrics to focus on to measure success.

And they can still focus on the right priorities even if your analytics are down. Don't overcomplicate things with sophisticated formulas. The more parameters you have, the more noise you're introducing.

The former has people pleasing their bosses, the latter focuses on the business. People should not be afraid of reporting bad news. Tracking goals only works if your team can share their concern early. Hearing about difficulties is an opportunity to fix things.

That's how you make your business more agile. Distractions will start to come in right after goals are defined. They're the meetings, emails, tasks, calls, bugs that your team has to deal with to achieve these exact goals.

Check progress every week to keep in mind the top priorities. Being outcome-driven requires structure, and progress is never linear. Don't drop the ball as soon as something goes off-track.

Give time for your team to commit to projects, and observe things for a couple of weeks before changing your plans. All goals and OKRs should be accessible. Avoid secret plans, don't mask difficulties. An open company makes it easier for people to help each other.

A leadership team that admits being off-track sets the tone and creates trust. Nothing can sap morale faster than not meeting any of your targets. It helps to have some ambitious goals but keep things within reach. That's especially true at the beginning when people will wonder if bad outcomes will be used against them. Avoid complex linkages of goals, objectives and key results. It will look great the first day of the quarter, but you're in agile markets and priorities will change.

You'll die by a thousand clicks when you have to update your plan mid-quarter. Reduce the number of competing priorities so that your team can maximize impact. The more goals people have, the less impact they can have. If people spend hours each week updating progress, it will leave them little room to move the needle. Broadcast progress on the top company goals.

Don't expect your team to pull that information - they're busy. Push it to them via email, chat, or during monthly updates. Not everyone will be able to help, but everyone should care. A simple way to ensure alignments across an organization is to make sure you all have the same objectives. Then their KRs can differ.

Quarterly OKRs are great, but you will need a set of core metrics to monitor the health of your business. Pick 5 KPIs to track. Quarterly goals help you improve specific parts of your organization, KPIs make sure that there are no emergencies. Don't jump straight into planning the next quarter. Sit down with your team to talk about what worked and what went wrong. Learn from your past experience to create a better plan.

But you do not always have a clear view of all your objectives at the beginning of a project. So start by setting specific goals to motivate yourself, but be flexible in your approach, in other words, review your intermediate goals regularly depending on what you learn during your project.

Initially it can often seem complicated to achieve an ambitious goal. But if it is divided up into a number of intermediate objectives it immediately becomes much simpler. There are many ways to set and follow intermediate goals, but they are all based largely on the same foundations. The presentation by Peter Drucker is one of the most popular and also one of the most effective in both business and your personal life.

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