The Meaning of "Faster" In More Results Faster Continually

The second of a three-part article. 

By Brent Filson - 6/2009

For years, I’ve taught leaders of all ranks and functions worldwide processes to help them achieve more results faster continually. 

Each one of those words — “more”, “faster,” “continually,” are critical.  When you understand their true meaning, and how that meaning relates to your daily challenges, the power of your leadership will be dramatically increased.    

In the last article, I examined “more.”  In this, I’ll examine “faster.”

Speed is a results-multiplier.  When you are not only getting results but getting results faster, you can tap into a new results motherlode.   

However, many leaders misunderstand the concept and execution of speed.  They think that to get results faster, they must speed things up — doubling the drum beats per minute for the galley rowers.  But speeding things up is often the WORST way to go faster.

The right way to speed up is often to first slow down.  Getting speed is usually the result of getting different parts working together more efficiently or differently — or finding new parts altogether!   To do that, you have to slow down.  Slow down and look at what you want to get done faster.  See the parts in the whole.  Improve each part for speed.  Improve their interaction for speed. 

See speed as fundamentally a leadership dynamic.  If you are not getting the speed you want, look first at the leadership cause.  Draw a leadership map for speed.  Who are the people you need as your cause leaders that will help achieve more speed?  Win them over to your cause.  Get them to commit to specific leadership actions that they will take to make speed happen.  Draw up evaluation and monitoring systems. 

Finally, see speed as a cross-functional issue.  When I helped a company get speed in its order-to-remittance cycle, we had to engage sales, marketing, administration, supply chain, technology, and manufacturing.  Getting cause leaders in every one of those functions then getting the cause leaders to work together as a unit was a function of leadership. 

Only then, after you have first slowed down and put these processes in place, are you ready to speed up and claim the results that can only be claimed in the realm of speed.

 

6/2009© The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – Celebrating 25 years of helping leaders of top companies worldwide achieve outstanding results every day. Sign up for his free leadership e-zine and get his FREE report "7 Steps To Leadership Mastery"