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Dave Ulrich - Results-Based Leadership

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Book:
Results-Based Leadership
Author:
Dave Ulrich / Jack Zenger / Norman Smallwood
Publisher:
Harvard Business Press
Genre:
Books / Business
Year:
1999
Rating:
4 / 5
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A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.

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title Results-based Leadership author Ulrich David Zenger John - photo 1

title	:	Results-based Leadership
author	:	Ulrich, David.; Zenger, John H.; Smallwood, W. Norman.
publisher	:	Harvard Business School Press
isbn10 \| asin	:	0875848710
print isbn13	:	9780875848716
ebook isbn13	:	9780585118307
language	:	English
subject	Leadership, Executive ability.
publication date	:	1999
lcc	:	HD57.7.U45 1999eb
ddc	:	658.4/092
subject	:	Leadership, Executive ability.

Page iii

Results-Based Leadership

Dave Ulrich
Jack Zenger
Norm Smallwood

Harvard Business School Press
Boston, Massachusetts

Page iv

Copyright 1999 President and Fellows of Harvard College
All rights reserved
Printed in the United States of America
03 02 01 00 99 5 4 3 2 1

Library of Congress Cataloging-in-Publication Data

Ulrich, David, 1953
Results-based leadership / Dave Ulrich, Jack Zenger, Norm
Smallwood.
p. cm.
Includes index.
ISBN 0-87584-871-0 (alk. paper)
1. Leadership. 2. Executive ability. I. Zenger, John H.
II. Smallwood, W. Norm. III. Title.
HD57.7.U45 1999
658.4'092dc21

98-42243

CIP

The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.

Page v

Contents

Foreword Warren Bennis

vii

Preface

1
Connecting Leadership Attributes to Results

2
Defining Desired Results

3
Employee Results: Investing in Human Capital

4
Organization Results: Creating Capabilities

5
Customer Results: Building Firm Equity

107

6
Investor Results: Building Shareholder Value

139

7
Becoming a Results-Based Leader

169

8
Leaders Building Leaders

191

Notes

217

Index

227

About the Authors

233

Page vii

Foreword

My CEO friend was grumbling again about his favorite topic. "With all due respect, Warren, what's missing in your writing and, for that matter, most of the other stuff I've read in your field, is the lack of attention to closure." He looked at me as if I were guilty of the most heinous crime. I came back rather lamely and asked him what he meant by "closure," which he had intoned as if it were something sacred. And he said, ''I can tell you what I mean in one word: results." Again, that reproachful look. He then ended his denunciation with a final blow, quoting his venerable management guru, Vince Lombardi: ''When all is said and done, more is said than done.''

My friend was making an important point, perhaps not sacred, but hugely important. And what makes this book hugely importantand one that human resources experts and executives will turn to again and againis its relentless emphasis on results. You see, what my friend was really getting at was an area of neglect, something that at times makes us a tad uneasy, even insecure or frustrated. And this is what this book is all about: how organizational capabilities and leadership competencies lead to and are connected to desired results.

I think it's fair to say that most of the books in our field focus on organizational capabilities; you knowagile, adaptable, value based, mission directed, and so on. Or on leadership competencies, such as

Page viii

trust, vision, character, and all manner of exemplary attributes, competencies, and capabilities. All well and good, but what is seriously missing, the authors argue, is the connection between these critical capabilities and results. Ulrich, Zenger, and Smallwood keep asking the "so that" question. Yes to "leadership development" SO THAT... fill in the result. Yes to ''investing in human capital" SO THAT... fill in the result. Yes, by all means yes to "accountability'' SO THAT... fill in the result. Here is the simple equation that informs virtually every page of this book: Effective leadership = attributes x results. As the authors write, "This equation suggests that leaders must strive for excellence in both terms; that is, they must both demonstrate attributes and achieve results. Each term of the equation multiplies the other; they are not cumulative."

Sounds pretty simple, huh? But as Oliver Wendell Holmes once said, "I wouldn't give a fig for the simplicity this side of complexity but I would give my right arm for the simplicity on the other side of complexity." The simplicity of this book is way over on the other side of complexity.

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