This was the question posed to me by a senior leader in a large multinational organisation. I wondered how long it had been since I had lost him. That wasn’t what I had been saying. It was, however, the inspiration for a talk I recently gave at a gala dinner event. And this article – in which we will discover sustained success isn’t about committing to results or to people; it’s about committing to excellence.
Imagine a continuum. On the one side, you have a single-minded focus on results. On the other side, a single-minded focus on people. In the middle; a balance between the two. If you were running a business, where should you aim to be?
Three people in the dinner audience I was addressing cast their vote on the side of results. Many more shouted “people”. An even larger group weren’t willing to commit to a side. It’s a balance they said.
Ok then, let’s start with “results”.
What happens when organisations focus single-mindedly on results?
“So, are you saying that in order to succeed we need to move from being results-driven to being people-driven?”
From India, Kanpur
5Imagine a continuum. On the one side, you have a single-minded focus on results. On the other side, a single-minded focus on people. In the middle; a balance between the two. If you were running a business, where should you aim to be?
Three people in the dinner audience I was addressing cast their vote on the side of results. Many more shouted “people”. An even larger group weren’t willing to commit to a side. It’s a balance they said.
Ok then, let’s start with “results”.
What happens when organisations focus single-mindedly on results?
“So, are you saying that in order to succeed we need to move from being results-driven to being people-driven?”
From India, Kanpur
First remember it is people who create and sustain excellence.
Atmosphere of excellence can be created by the way people are treated and allowed creative freedom in their work.
Good results will follow an organisation with good people.
From India, Pune
Atmosphere of excellence can be created by the way people are treated and allowed creative freedom in their work.
Good results will follow an organisation with good people.
From India, Pune
Dear Mr Ravi P Singh,
Should a leader be resulted oriented or people oriented? This is a very old question. "Blake and Mouton’s Managerial Grid" which was published in 1964, the terms used are "concern for people" and "concern for production". A little more information about the grid is as below:
The treatment of task orientation and people orientation as two independent dimensions was a major step in leadership studies. Many of the leadership studies conducted in the 1950s at the University of Michigan and the Ohio State University focused on these two dimensions.
Building on the work of the researchers at these Universities, Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal of leadership styles through a managerial grid (sometimes called leadership grid). The grid depicted two dimensions of leader behaviour, concern for people (accommodating people’s needs and giving them priority) on y-axis and concern for production (keeping tight schedules) on x-axis, with each dimension ranging from low (1) to high (9).
However, the world has moved well past this discussion. If you look at the Fortune 500 companies, obviously they focused on results as well as people.
Thanks,
Dinesh Divekar
From India, Bangalore
Should a leader be resulted oriented or people oriented? This is a very old question. "Blake and Mouton’s Managerial Grid" which was published in 1964, the terms used are "concern for people" and "concern for production". A little more information about the grid is as below:
The treatment of task orientation and people orientation as two independent dimensions was a major step in leadership studies. Many of the leadership studies conducted in the 1950s at the University of Michigan and the Ohio State University focused on these two dimensions.
Building on the work of the researchers at these Universities, Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal of leadership styles through a managerial grid (sometimes called leadership grid). The grid depicted two dimensions of leader behaviour, concern for people (accommodating people’s needs and giving them priority) on y-axis and concern for production (keeping tight schedules) on x-axis, with each dimension ranging from low (1) to high (9).
However, the world has moved well past this discussion. If you look at the Fortune 500 companies, obviously they focused on results as well as people.
Thanks,
Dinesh Divekar
From India, Bangalore
Yes I know this is very old trend but the purpose of sharing this in India still many Companies are not able to cop up with this.
They simply believe and talk about Leadership and its traits. "Blake and Mouton’s Managerial Grid", this concept is also became older than older. We can refer it but practically World has changed its dimension and Leadership style as well.
Thats what I am talking about a concept of Legitimate Leadership.
From India, Kanpur
They simply believe and talk about Leadership and its traits. "Blake and Mouton’s Managerial Grid", this concept is also became older than older. We can refer it but practically World has changed its dimension and Leadership style as well.
Thats what I am talking about a concept of Legitimate Leadership.
From India, Kanpur
Dear Dinesh Sir I am happy to see your views, but I am looking this in different aspect, let me focus on the Framework gain the following insights:
--Only when managers are in the relationship to “give” to their people rather than “get” results out of them will their people willingly go above and beyond in pursuit of the company’s objectives.
--This “giving” is not a giving of money. It is a giving of genuine concern for the individuals (care) and enablement of them to realise the best in themselves (growth).
--It is two drops of essence, care and growth, which gives those in authority legitimacy, not money.
At the same time, leaders are not necessarily clear as to what caring for and growing their people means practically. They want to know what they can DO to enhance their legitimacy as leaders.
From India, Kanpur
--Only when managers are in the relationship to “give” to their people rather than “get” results out of them will their people willingly go above and beyond in pursuit of the company’s objectives.
--This “giving” is not a giving of money. It is a giving of genuine concern for the individuals (care) and enablement of them to realise the best in themselves (growth).
--It is two drops of essence, care and growth, which gives those in authority legitimacy, not money.
At the same time, leaders are not necessarily clear as to what caring for and growing their people means practically. They want to know what they can DO to enhance their legitimacy as leaders.
From India, Kanpur
In practical terms a leader should let his people grow-professionally and as whole human being-by giving appropriate leadership and example conduct in his dealings as a leader.
He must encourage his subordinates to grow in the field of work-technically, educationally and add value to their ability.
This will help productivity and self growth. ie. a merger of personal growth and organisational benefit.
By dealing with his people on daily basis and in interactions he can know where the area of growth is needed and can guide people along.
For that a leader himself should be neutral and open minded in his dealings.
Trappings of being a senior and what flows from power should be avoided.
From India, Pune
He must encourage his subordinates to grow in the field of work-technically, educationally and add value to their ability.
This will help productivity and self growth. ie. a merger of personal growth and organisational benefit.
By dealing with his people on daily basis and in interactions he can know where the area of growth is needed and can guide people along.
For that a leader himself should be neutral and open minded in his dealings.
Trappings of being a senior and what flows from power should be avoided.
From India, Pune
Leadership needs to focus empowerment,inclusion of employees in the business with a view towards their professional as well personal growth.Productivity will follow,with more better growth opportunities when employees know and have confidence that Their perosonal goals can be achieved only when they use the opportunities for their growth in terms of knowledge,professionalism and add the same towards productivity,#Organisational goal.
Leaders should not count on people,instead they should create them to innovate,indulge and involve.
From India, Vadodara
Leaders should not count on people,instead they should create them to innovate,indulge and involve.
From India, Vadodara
Dear All:
Results come, if you focus on people. The 'conversion factor' in any process is people. If your results aren't as predicted / calculated then within the system(s) corrective measures can be taken and 'things' can be set aright. But, the big but, if people under-perform because the EQ is amiss, then nothing can be set aright. The biggest 'factor' you can invest in is people. The results will come!
Adjectives like professionalism, commitment,skill-sets mean nothing until people own the vision, and the management shows a sense of care, concern and comfort for its people. Follow the 3 C's, and the results will follow.
Warm wishes
Arif ur Rehman
From Pakistan, Karachi
Results come, if you focus on people. The 'conversion factor' in any process is people. If your results aren't as predicted / calculated then within the system(s) corrective measures can be taken and 'things' can be set aright. But, the big but, if people under-perform because the EQ is amiss, then nothing can be set aright. The biggest 'factor' you can invest in is people. The results will come!
Adjectives like professionalism, commitment,skill-sets mean nothing until people own the vision, and the management shows a sense of care, concern and comfort for its people. Follow the 3 C's, and the results will follow.
Warm wishes
Arif ur Rehman
From Pakistan, Karachi
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Managing tomorow's people.pdf
People make the difference….ppt