Leaders must envision the desired end result of change. To get there, goals, objectives, strategies, plans and actions are created. In getting the result, action sequencing is carried out based on priority of what must be done first and what comes next. These activities are based on decisions they make. Executives know that before exceptional results are achieved, several successes have been recorded at lower levels that help shape the desired outcome. Focus on achieving the critical elements of each plan will lead to getting a square result.

The discipline of knowing the desired result becomes activated only when the result expected are well defined. In doing this, the executive must clearly consider the following questions;

  1. a) What is the expected result?
  2. b) What will it look like or how can it be recognized when it is finally achieved?
  3. c) When can the result be achieved?
  4. d) Who will benefit or be impacted by the result?
  5. e) Is the result the final destination or can it be reworked?

To be able to achieve the result, the execution leader must define rightly the work to be done, by who, where and when. In doing this, the leader must be conscious of the fact that results often come in different designer clothing. When it is dressed in direct opposite from planned result, it is described as failed effort or accidental discovery and a review of the process to see why this is so shall be of utmost necessity.

The fact that the outcome is different from planned result should give hope instead of despondency. It is a signal that something requires fixing in order to achieve the result. Once this is done, success comes through. Results must be worked and not wished nor cooked. Results only come when the failures and blockades impeding it are cleared through deliberate actions, persistent effort and a laser beam focus on achieving what was planned.

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