Chapter 10: Delivering Results

Overview

A coaching client, Peter, shared his results dilemma:

I was hired to help a deteriorating service company right itself after a substantial loss in clients and revenue. I’ve held the position of VP of operations for less than 1 month, and my six managers are unaware of the layoff that is looming in the very near future. I have to literally force myself to read the weekly reports from my managers; these reports are ostensibly written to advise me of their status and progress, yet they are virtually identical in every way: Each contains the right number of new client contacts, the right number of contacts with existing clients, and an acceptable number of client and customer complaints.

Each of my managers has followed the report process to the letter (by the numbers) yet in the last 3 weeks not one of them has demonstrated to me that he or she is adding any value or delivering any results that really matter. Even though the report template is antiquated, you’d think they’d want me to know what they’re doing and how well they’re working. I don’t know if they are scared or just don’t care, but as I prepare for this realignment of resources (and a layoff of three of my managers within the next 2 weeks), I can’t help wondering if our clients feel the same ambivalence that I sense in these reports.

Whether you are on site at your employer’s office or in a remote location, delivering results that count is a key factor in getting ahead. When you are pulled in different directions by multiple priorities and numerous people, and your goals are unclear, you lose focus and control, and your results suffer. Lackluster results may not lead to the termination of your employment, but they will not produce success, satisfaction, or a promotion, either.

All of us work for a reason. The money is certainly part of it, but we also want to make a contribution, enjoy ourselves, learn, develop relationships, participate, be acknowledged and respected, and advance in our careers. Sadly, many organizations focus on an activity-based job description and a once-a-year “you did a good job, see you next year” performance evaluation system, leaving their employees wondering how they will ever move ahead in their careers.