This document discusses driving for results and achieving goals. It emphasizes clearly communicating goals and timelines to teams, anticipating obstacles and having contingency plans, and organizing efforts to keep progressing toward the goal. It warns that overdoing a drive for results could mean prioritizing results over people, teams, or ethics by creating high pressure without celebrating successes or building team spirit.

1. DRIVE FOR RESULTS
 Achieving results and improving individual
and organizational contribution.
 Proactively doing things.
 Allocating appropriate resources and
implementing review mechanism to prepare
comprehensive plans and meet contingencies.
 Concern for working well – surpassing a
standard of excellence (intrinsic – extrinsic).
 Effectively managing resources.

2. ESSENTIAL QUESTIONS
 Have I clearly communicated to my team
the goals that we must achieve and the time
frame in which we must do so.
 Do people come to me as the go-to person
for critical tasks.
 Do I anticipate obstacles that may interfere
with getting the results I want and do I keep a
contingency plan in place to compensate.

3. ESSENTIAL QUESTIONS
 Can I handle criticism, do I learn from
mistakes and set aside personal differences to
press on towards the goal.
 What things do I need to organize better to
keep on track and not deter progress.

4. Overdoing Drive for Results
May go for results at all costs without
concern for people, teams, due process, or
possibly norms and ethics.
 May have high turn over due to pressure
for the results; may not build team spirit or
celebrate or share successes.
 May be very self-centered, confusing
personal have-to-do’s with what needs to be
done.

5. Overdoing Drive for Results
 May be seen as stubborn and unyielding
and as sticking to efforts beyond reason, even
in the face of overwhelming odds and
evidence to the contrary.
 May not set appropriate priorities and find
it difficult to change course.