The second part of Production, Achieving Results, requires 3 abilities:

• ability to overcome obstacles, stay on course, and complete projects successfully;
• skill at setting outcomes that require high standards; and
• getting results that impact positively on the organization as a whole

“Managers who lead their people successfully will overcome obstacles, stay on course, and complete projects successfully. They will set ambitious outcomes based on high standards. The results their people get will impact positively on the organization as a whole.” The staff will reflect the character and abilities of their leader.

Achieving results is 1/3 attitude, 1/3 skill, and 1/3 sense of mission. If any one of these three is missing, achieving results suffers. Each of the three abilities requires a combination of attitude, skill, and a strong sense of mission, but in different proportions. (1.) Is primarily an attitude of proactive commitment to goals, processes, and results, no matter what the circumstances. (2.) Is primarily a set of skills necessary for educating, equipping, empowering and motivating direct reports to strive for outcomes based on high standards. (3.) Consists primarily of a strong commitment to organization’s mission. By keeping the global mission in focus while accomplishing the local work in a county, the results will have a positive impact on the organization.

Q-1: What happens if these ingredients of achieving results are out of balance?

A-1: When the attitude of commitment is too weak, any obstacle can block effort and results. When skills are insufficient to prepare staff for success, there will be results, but they will be substandard, resulting in errors, lateness, and re-work.

When the organizational mission is not in focus, local managers will compete with other local managers for resources, resulting in negative impact on the organization as a whole.

Q-2: How do we know things are in balance out of balance?

A-2: Look at the results your people are getting in your county …

Yes=in balance. No=not in balance.

• Are the results pretty consistently timely and accurate, regardless of conditions?
• Do new people understand the high standards and the processes for getting them?
• Are my seasoned staff consistently committed to high standards and results?
• As manager, am I able to minimize undesired results that have a negative impact on the organization as a whole?

Q-3: How can you restore balance?

A-3: Work with your people. Start with the strongest factor (or factors). Talk with your staff about the strength(s), and how this is helping the county succeed, up to a point. Educate staff on the need to have a balance of attitude, skill, and sense of mission. Help them to “see” the problem. Address the weaker area(s). For example, if there is a weak attitude of commitment to results, discuss this with your direct reports. Ask them for ideas on how to make the commitment to results stronger. Listen to their ideas, and use the ideas that promise to be effective. Use a similar approach for any weakness.

For additional growth in achieving results:

• Read Bringing Out the Best in Others, by Thomas K. Connellan, Ph.D.;
• Find a mentor, someone who personifies the three abilities for achieving results.