wa nte d
If you don’t know what results are
required of you, you stand no chance
Always keep focused on your company’s goals, and
then work backwards from there to determine the
results you have to achieve on a day-by-day basis.
This is at the crux of employment. For
any work there must be an end result
that is of value to employers and their
customers. There is no point in
labouring away unless it helps bring in
the money. The expenditure of your
physical, emotional and intellectual
energies will be in vain if nothing happens which benefits your
company. That beneficial result might be a sale, a problem fixed,
a positive customer experience, a deadline met or a financial
target achieved. Every employee should be clear about the
results expected of them and how these contribute to the overall
performance of the company.
This means an effective response to the question: What am I here
for?’ The answer is not, ‘I am here to please my boss’ or ‘I am here
to earn money’. Nor is it ‘I am here to carry out the tasks I’m told to
do’. The answer is ‘I am here to deliver results linked to the
company’s goals’. Every employee needs to be clear about this link.
Too many organisations are task driven. The focus is on the task
rather than on what the task should achieve. Tasks are the same
as assigned activities, directed actions or instructions. An
example is stacking shelves rather than attending to a customer
waiting to be served. In such cases employees and their bosses
lose sight of the end result to maximise sales by creating an
incredibly positive experience for a customer. Keeping a
customer hanging around is not conducive to this.
Every day keep a
picture in your mind
of the results
required of you
When people are clear about the results expected of them and
how these link to company goals they will be able to determine
their daily tasks accordingly. This is called empowerment. In the
absence of empowerment there is command and control’ and all
people do is what their bosses tell them to do.
Successful people are highly focused on results. They will ‘read’
the business well and even generate their own objectives if the
organisation is so muddled it fails to specify the goals to be
achieved. The people who are thus wanted are those who can see
clearly what has to be achieved and also how to go about it. The
how is the task. The what is an individual result essentially
linked to a corporate goal.
The advantage of being results oriented is that you are more
likely to achieve meaningful results than if you are task
oriented. When asked at the interview, What have you done over
the last few years? it is far better to say, I have contributed to
increased sales by consistently achieving a 93 per cent customer
satisfaction rating’ than ‘I have answered 80 calls a day’.
Any organisation will want people who achieve results linked to
goals. All you have to do is convince them (as well as yourself )
that you deliver great results.
Stop saying ‘I do this at work’ and instead say This is what I
achieve at work, day by day’.
Stop seeing work as tasks but instead see it as a set of
important results to be achieved.
Create your own qualitative and quantitative measures for
gauging these results.
Establish a clear link in your mind between how the results
you have to achieve are linked to corporate goals.
Deliver Results

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