Leading a Results-Oriented Team
Behind every great team there is an exceptional leader. Leaders set the tone for their followers. Leaders establish, communicate, and implement practices that focus all team members on agreed-upon outcomes. Such effective leadership guides a team to achieve outstanding results.
The leader’s attitude and behavior are both key to achieving positive results. Leaders who value the input of all team members and encourage them to focus on results will regularly experience success. Focusing on results requires holding people accountable. Let’s explore three key practices of leaders who hold their team members accountable — stating expected results, monitoring actual results, and responding appropriately to results.
Accountability
Accountability is often considered the key to goal achievement. “What gets measured gets done.” “What gets rewarded gets repeated.”
Accountability is a tool for achieving effective group results. Many of us have experienced frustration in team projects when our efforts weren’t appreciated or others failed to complete important elements of the job. When team members operate with different agendas, group success is greatly hampered. Three important elements of accountability are knowing where we are headed, reviewing progress along the way, and making adjustments to get back on track whenever we veer off the path.
Pat Lencioni, in his book The Five Dysfunctions of a Team, indicates that the avoidance of accountability and inattention to results are two common contributors to underachievement by teams. Too often we choose to avoid possible conflict because personal relationships might be damaged. To avoid the discomfort of heated discussions about the team’s priorities, we don’t always take the time to state expected results and communicate them clearly to all team members. And since following up on team members’ accomplishments can offend them, leaders often leave them alone and hope that their goals will be achieved. However, teams that get results tend to be those whose members are regularly reminded of the reason they are working together. When individuals do get off track, team accountability refocuses their efforts on high priority work.
Stating Expected Results
The first key to a results-oriented team is ensuring that expected results are clearly stated. Too often leaders assume that staff or volunteers magically agree on the organization’s priorities. Members on a team I was leading vocalized their concern about using valuable meeting time to develop written expectations for a variety of projects. They indicated that everyone knew what was expected of them — so I thought maybe this agenda item would be handled quickly. But when I asked what results we expected from a specific project, the room was silent. Although “everyone” supposedly knew the goal, nobody had confidence that their thoughts would be supported by others around the table. Other team leaders have told me about groups so diverse and uncertain of their focus that there are more opinions on an issue than there are team members.
When there is no clear common purpose, team members cannot effectively work together to maximize the organization’s effectiveness. Jim Collins indicates in Good t to Great that discipline underpins great companies. Results-oriented teams are disciplined about clearly stating expected results so all resources are applied towards the same end.
Monitoring Actual Results
The second key to leading a results oriented team is monitoring actual results. Effective leaders observe what team members are achieving. This is akin to “management by walking around.” It is difficult for leaders to enable their team members to do great work if their progress to date is unknown. When leaders review progress towards expected results, they are aware which facets of a project are on target and which need more attention. When leaders observe their team members in action, they learn which behaviors are getting or hindering results.
You may be thinking that it is de-motivating to have someone watching over your shoulder all the time. And you’re right! Thus it is helpful for everyone to know how progress is going to be monitored so there are no surprises. What data will be reviewed when? How frequently will the team leader engage in or observe work on a specific project? And don’t forget that leaders will only be effective when they implement the monitoring plan consistently. Team members will tend to be relaxed about monitoring when they realize the purpose is to enable them to succeed, not to catch their mistakes.
Responding According to Results
Thirdly, effective leaders provide team members with frequent results focused feedback. When team members achieve expected results, praise is appropriate. Effective leaders know that actions that get rewarded are the most likely to get repeated, so they acknowledge their team members when they achieve expected outcomes, not just when they exceed expected outcomes. Simple rewards, such as verbal thank you’s, can be very motivating. They tell team members that their efforts are noticed and appreciated. Some organizations recognize those who have gone the extra mile with a team lunch, gift certificates, or special event tickets.
And when results fail to meet expectations, it is important to let team members know that this is unacceptable. Many leaders avoid the emotional discomfort of confronting individuals who are not achieving desired results. However, it is the leader’s job to get results, not to do just the easy tasks. Since the impact of not reaching organizational goals can be grave, it is the leader’s responsibility to ensure that team members know they are really expected to achieve stated goals.
When confronting an under-performer, approach the individual with the intent to redirect performance towards goal achievement. Provide training, coaching, and other resources that will enhance team-member success. If you choose to ignore the poor performance, be prepared to suffer the consequences. Many leaders are able to develop the vast majority of their team members into valuable contributors with appropriate feedback and support, but sometimes it is in everyone’s best interests to direct under-performers out of the organization. Consider that under-performers who experience no pain are indirectly being told that it is okay if they don’t meet the stated goals. Effective leaders reward team members who achieve stated results and redirect everyone else.
Focusing on Results
Teams tend to emulate their leaders. They act on whatever they perceive to be their team leader’s priorities, so communication of expectations is important. Teams watch for congruence between the leader’s words and actions so effective leaders are those who walk their talk. Additionally, written expectations must be consistent with what the leader says and does every day.
Team members are more focused when they understand what results are expected, know the leader is observing their performance, and receive positive reinforcement for achieving goals or supportive redirection when results are sub-optimal. Leaders of results-oriented teams ensure that all team members know what score is acceptable, regularly watch the scoreboard, and strive to improve their performance until the game is won.
