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Results-Based Leadership, by David Ulrich, Jack Zenger, Norman Smallwood
PDF Ebook Results-Based Leadership, by David Ulrich, Jack Zenger, Norman Smallwood
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A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.
- Sales Rank: #9721404 in Books
- Published on: 1999-04
- Format: Bargain Price
- Number of items: 1
- Dimensions: 1.02" h x 6.38" w x 9.47" l,
- Binding: Hardcover
- 234 pages
Amazon.com Review
It's possible to look like a leader, say all the right things to shareholders, make employees feel good about themselves, and still not produce the sorts of results everyone expects and wants from your company. A previous generation might have called this winning the battle but losing the war.
Directing employees is harder than it looks, since past performance isn't really an indication of how a leader will do in the future. As the authors say, "The half-life of knowledge grows ever shorter in most professions, requiring even high performers to unlearn what they know and do."
The authors--a university professor and two heads of consulting firms--divide leadership priorities into four areas: employees, organization, customers, and investors. A company head generally has to focus on one responsibility over the other three, but can't get away with ignoring any of them for very long. They explain each of these four priorities in depth--noting, for example, that keeping employees committed and productive means "mass customizing" the workplace to fit individual employees' needs while keeping everyone working toward the same goal. That customization may require adjustments unheard-of a few years ago--allowing an employee to work from home in a different city, for example--but pays off in the retention of valuable human assets that would otherwise take their training, experience, energy, and creativity to other companies, possibly competitors.
People who already have leadership positions in their companies can certainly find a lot of important information, but the book may be even more valuable to those who want to move into management roles. It certainly shows what challenges to expect. --Lou Schuler
From Library Journal
The authors argue that most business leaders lack insight when responding to the simple question, "What is your business about?" Usually, the response focuses on the company's product affiliation, for example "We're in plastics." In order to get good business results, the authors say, leaders need to understand fully what makes their organization tick at the "elemental level." The authors, a business educator and two company directors, draw on their business experience as well as the work of other business leaders and illustrate with specific strategies and charts how to achieve "results" in four specific areas: employees, the organization, its customers, and its investors. Here we also learn about the leadership attributes of successful companies, information that readers can use as a guide to hone their own leadership skills. A notes section offers additional readings. Recommended for specialized business collections, company executives, business managers, and human resource people. (Index not seen.)ABellinda Wise, Nassau Community Coll. Lib., Garden City, NY
Copyright 1999 Reed Business Information, Inc.
From Booklist
The three authors are a University of Michigan business professor and editor of Human Resource Management Journal, a president of a firm specializing in corporate training, and a founding partner of a management consulting firm. They argue that there is a problem with prevailing leadership models and with the spate of recent books devoted to leadership. The three complain that what they see as an exclusive focus on leadership attributes is misguided. Emphasizing that traits are important, they make the case that a model of effective leadership must also consider measurable results. They explain how an organization should define "desired results," and they identify four areas in which to look for results. Effective leaders invest, leverage, and expand their organization's human capital. They improve an organization's capabilities to learn, to act swiftly, to collaborate without boundaries, and to be accountable. Leaders get customer results by creating firm rather than brand equity. And, finally, in the fourth realm, leaders build shareholder value by improving the company's bottom line--literally! David Rouse
Most helpful customer reviews
4 of 4 people found the following review helpful.
One of the best books on leadership & implementation...
By Writer/Producer/Director
Together with Kotter's "Leading Change" and Fogg's "Implementing Your Strategic Plan," this is one of the best books ever written on leadership and strategy implementation. Contrary to what an earlier reviewer stated, this book only mention's Enron on two pages (out of 234). And, in each instance, is very specific about what can be learned from the ill-fated company (this book is far from a "cheerleading session" for Enron). Instead, the book focuses on the mechanics of leadership and strategy implementation. As a strategy consultant, I find myself recommending this book to clients again and again. I believe it should be a part of any serious manager's business library -- particularly if you are a senior manager. Overall grade: A/A+.
0 of 0 people found the following review helpful.
Five Stars
By Jeffrey Decker
Good link between learning and action.
36 of 37 people found the following review helpful.
"Leadership is all about results."
By Turgay BUGDACIGIL
"The quest to become a more effective leader will neither begin nor end with this work. However, we want to shift how to think about and become a better leader. It is faddish to think of leaders as people who master competencies and emanate character. While agreeing with this perspective, we believe that it falls short of assuring that leaders lead. Leaders do much more than demonstrate attributes. Effective leaders get results. This book refocuses and reframes the search for effective leadership by connecting attributes to results...By so doing, this book makes a bold statement about the next generation of leadership thinking. This does not mean less attention to the leader's attributes, but it does mean making sure that leaders understand and commit to the results they must produce-and how they are produced" (pp.1-23).
In this context, D.Ulrich, J.Zenger, and N.Smallwood suggest the following fourteen specific actions described in Chapter 7 can help leaders make results a major part of their leadership equation, at whatever level they function in their companies:
1. Begin with an absolute focus on results.
2. Take complete and personal responsibility for your group's results.
3. Clearly and specifically communicate expectations and targets to the people in your group.
4. Determine what you need to do personally to improve your results.
5. Use results as the litmus test for continuing or implementing leadership practice.
6. Engage in developmental activities and opportunities that will help you produce better results.
7. Know and use every group member's capabilities to the fullest and provide everyone with appropriate developmental opportunities.
8. Experiment and innovate in every realm under your influence, looking constantly for new ways to improve performance.
9. Measure the right standards and increase the rigor with which you measure them.
10. Cnstantly take action; results won't improve without it.
11. Increase the pace or tempo of your group.
12. Seek feedback from others in the organization about ways you and your group can improve your outcomes.
13. Ensure that your subordinates and colleagues perceive that your motivation for being a leader is the achievement of positive results, not personal or political gain.
14. Model the methods and strive for the results you want your group to use and attain.
Ulrich, Zenger, and Smallwood argue that these suggestions which may be implemented right now by any leader occupying any position, will modify behavior and improve performance- all without a month-long absence from work or expenditures of large sums of money.
Highly recommended.
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