Shifting From Managing By Outputs To Managing By Outcomes
If you are like most leaders, you got to where you are because you are good at making decisions. You can quickly go from strategy to execution. You know exactly what should be done next. But for most of us, this strength can become a weakness. When we make all the output decisions (e.g. what to build, what programs to roll out, how a process should work), our company’s solutions are only as good as we are. To avoid this trap, instead of telling our teams what to do, we need to tell them what outcomes we expect them to drive. It’s a subtle, but powerful shift. In this talk, Teresa will explore how your role changes when you manage by outcomes.
Many of the problems we face in business are
•Key elements of the problem are
•Limited number of well-deﬁned
rules that can be applied to solve
•The problem’s solutions are
•Possess elements that are unknown
•Have multiple criteria for evaluating
•Require a solver to make several
Ill-structured problems have no right answers.
Ill-structured problems only have better or worse answers.
How we frame an ill-structured problem impacts
the solutions we can generate.
Each solution we entertain furthers our
understanding of the ill-structured problem.