Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part One)

The author asserts there are two kinds of results leaders achieve, standard results and deep results.  All leaders know what standard results are, but few leaders know what deep results are.  In the long run, standard results, though necessary, are far less important than deep results.

By Brent Filson - 2005

I’ve challenged all leaders I have worked with during the past two decades to achieve “more results faster continually.”

They can get on track to start achieving such results not by working harder and longer but by slowing down and using Leadership Talks on a daily basis.

However, I also tell them that getting on the more-results-faster-continually track is not an end but a beginning.  They must then begin focusing not just on the quantity and speed of results but the kind of results they aim to achieve. 

There are roughly two kinds of results, standard results and deep results.  Most leaders understand standard results but fail to come to grips with deep results.  In fact, these leaders go through their entire careers getting the former, but they don’t have a clue about the latter.  Of course, standard results are necessary.  But in the long run, they are far less important than deep results.

We know what standard results are.  They are the results we must get in our jobs, such as: speed, productivity, operations efficiencies, sales closes, sales leads, sales to new customers, failure prevention, health and safety advancements, quality, training, quality control, logistics efficiencies, marketing targets, new revenue streams, sales erosion, price calibrations, cost reductions, demand flow activities and technologies, inventory turns, cycle time reductions, materials and parts management, etc.

Whereas achieving standard results enables us to do a better job and have a better career, deep results are different.  Deep results are about being better leaders.  Of course, being a better leader will have a positive impact on your job and your career.  But there is something else involved: Being a better leader means being a better person.  Who we are as a leader and who we are as a person should be the same thing.  If they’re not, we diminish both our leadership and the person we are.    

Look at it this way: Standard results are about “doing”; deep results are about “being”.  Our most important achievements as leaders are not just what we achieve but who we become in that achieving. 

For instance, if we don’t get standard results in our job, we fail in that job or at least in that particular aspect of the job. 

But in the realm of deep results, such failure might lead to success if in that failure, we find a better way to lead, a better way to be better.   

Here are some ways deep results differ from standard results.

  How does one go about getting deep results?  There are many paths up this mountain.  But one path is straight and steep and clear.  In Part Two, I’ll show you that path and provide examples of deep results in action.

 

2005© 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"