After the transition of the professional world due to the knowledge and service society as well as the shift of simple tasks to overseas, more and more employees are again providing one stop tasks. They do not only have to perform subtasks, but deliver results.
- They develop new concepts.
- They manufacture a complete product.
- They distribute their products in a certain region.
- They take the responsibility for a complete operational sequence.
These activities need a good understanding of the deliverables that have to be created. For this reason, it is important that you realize what makes a result good.
It does not matter, in which field the results are needed. Common to all goals are expectations and the publication that the goals and expectations are met.
- Fulfilled goals
Goals are attainable places or conditions, which describe the requirements for results and induce the necessary changes at a certain point in time. The goals are negotiated at the beginning of an initiative between clients and contractors. Above all, contractors should ensure that they can deliver the required deliverables. Eventually, it is crucial to meet the goals.
- Fulfilled expectations
The expectations are goals that are substantially more difficult to grasp, since they are rarely formally defined – if at all. It is a matter of the acts that the expecting people hope for, certain results that they wish for or the consequences that result from the initiative. In order to know these expectations, it is essential to ask the stakeholders. On this occasion, expectations can be adjusted or taken into account within the planning. Eventually, it is important to fulfill at least the recognized expectations.
- And everybody knows it
It is not sufficient to deliver the agreed achievements. At the same time, you should worry about the fact that everybody, it means the concerned public, are informed. Eventually, the best results are those, who are recognized.
In order to get good results, the following aspects should to be considered.
- Making goals SMART
Understandable results that are free from ambiguities facilitate the fulfillment (see also: Smartifikation).
- Consider stakeholders
After getting an overview of the stakeholders, personal conversations provide clarity concerning their expectations.
- Keeping everybody up to date with a Complan
The right time to create a communication plan is already at the beginning of an activity. The measures should take place during the execution and especially in the end.
Bottom line: Good results consist of technical outcomes that were described with smart goals, as well as satisfied stakeholders and an open information policy.
The Berlin Philharmonics consist of more than one hundred twenty musicians, who are led by Sir Simon Rattle. This is an enormous manager-to-staff span compared to business managers. Even if you divide the symphony orchestra in 16 instrument groups with the respective concertmasters, still the conductor has to lead each and every musician directly within the rehearsals and concerts. At the latest, when we think about Igor Stravinsky, we will recognize that the conductor makes more, than setting the beat.
Executives should also not only be limited to the beat. The following aspects have an important role in leadership, independently of the leadership style that one exerts.
- Self management
The largest task before you lead others is to steer yourself. A natural bias makes the neutral look at the own mental states and actions difficult. Only considering the own roles and the associated aspects, like convictions, abilities and actions, enable you to demand and promote the employees.
The idea that leadership is a task independent of contents does not fit any longer into current times. The leader has to take care of the development of new approaches. The efficacy of the employees is determined by the basic conditions, like consistent goals and the clear description of the tasks. For this purpose it is critical that the executives have a content-related mental map of their field.
Leadership that reduces itself to practicing a given power does not fit any longer into today’s business reality. The actual control of organizations takes place through a positive harmonization of the interests of the involved people. Besides the applied mechanisms (e.g. agreements, result orientation, Linking pin) a structured change management and a lean control system (Governance) determine success or failure of the initiatives. Coordination works best at eye level.
The dissemination and the mutual exchange of information within the nervous system of the organization are the basis for a viable and flexible business. This is where you can experience the real communication culture – the speed and preciseness of the information flow. Knowledge that is power, does not exist any more in an open information society, since the employees can get more information, than bosses could ever stockpile for their personal advantage.
The biggest effect leaders achieve with the design of the internal and cross-functional cooperation. It becomes especially crucial, when the dedication of many people is needed, in order to achieve a joint target. Workshops are the framework for developing integrated strategies and business models as well as improving the culture of the enterprise. Without an appropriate infrastructure (e.g. meeting corners, beamers, whiteboards, on-line forums, video conferences) the breeding area for the work is missing.
The additional aspects of leadership, like the performance review, the employee interview, and the job description also have to be fulfilled. The classical HR instruments set the beat. However, effective leadership needs more (see above).
Bottom line: The current dynamics and the fast pace require more than the application of the classical controls. The appropriate self-awareness, paired with a level of conceptual imagination, the employment of the right coordination mechanisms and a reasonable openness in communications create the perfect place for business. It is crucial that the conductor does not only set the beat.