Education competency: Drive for results
This competency is one in a set of complete functional and behavioral qualities that, when fully realized, can help lead to professional success. View all competencies.
Pursues everything with energy, drive, and a need to finish; does not give up before finishing, even in the face of resistance
or setbacks; steadfastly pushes self and others for results.
|Level 1: Basic
||Level 2: Intermediate
||Level 3: Advanced
||Level 4: Expert
|Pursues activities with energy and drive
||Pursues his or her work with energy, drive, and a need to finish
||Defines his or her work in terms of results, and pursues success with energy and drive
||Sets clear and lofty goals for himself or herself, as well as for the organization, and pursues
them with enthusiasm and energy
|Sets goals, and pursues them to completion
||Does not give up before finishing, even in the face of resistance or setbacks
||Helps others to define goals and plan a route to successful attainment of them
||Anticipates obstacles and is prepared with contingency plans so as not to impede the drive to
the goal; keeps everyone on track
|Is responsible and can be counted on to usually meet goals successfully
||Consistently meets goals
||Is a high-achiever with a reputation for success and quality performance
||Is the go-to person for both action and strategic planning of complex and tough assignments
|Will push self for results
||Continuously pushes self for results
||Dependably achieves what he or she sets out to do, and expects others to do likewise
||Runs the race to finish strong, not just to cross the finish line, and is not satisfied with
less-than-concrete, stellar results
Overdoing drive for results
- May go for results at all costs without appropriate concern for people, teams, due process, or possibly
norms and ethics
- May have high turnover under him or her due to the pressure for 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
- 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
To improve your proficiency, ask yourself the following questions on a regular basis:
- Have I clearly communicated to my team the goals we must achieve and the timeframe in which we must do
- Do people come to me as the go-to person for critical tasks?
- What obstacles do I anticipate that may interfere with getting the results I want, and is a contingency
plan in place to compensate?
- Have I depersonalized attacks, learned from mistakes, and set aside personal differences to press on
toward the goal?
- What things do I need to organize better to keep on track and not deter progress?
To avoid overdoing Drive for Results, ask yourself:
- Am I placing too much importance on achieving results at the expense of the people involved?
- Am I unwilling to consider a course change to reach the goal?
- Am I too self-centered, not sharing praise or celebrating success with others?
- Share with me the most difficult and complex situation in which you set clear, lofty goals for yourself
(and others, if applicable), and then pursued those goals with enthusiasm and energy.
- Think back to a complex and challenging time in which you anticipated obstacles and were prepared with
a contingency plan so as not to impede the drive to the goal and, if applicable, kept others involved
on track also.
- Describe two situations that demonstrate your reputation for success and quality performance in the eyes
of your peers and superiors.
- Share two instances that showcase your drive to be satisfied with concrete, stellar results.
Learning on the job
Learning on your own: These self-development remedies will help you build your skill(s).
- Set priorities: Resolve to achieve three to five things that are most important to your task. Focus on
these goals and spend at least half of your time working toward them, avoiding trivial distractions.
- Set goals and jump-start your passion: Set achievable goals and objectives, and establish a system of
accountability and measurement of your progress in reaching them. Do the things you dislike first,
and fashion your work activity to mirror your interests as much as possible. Create a checklist,
and celebrate as you cross things off.
- Observe how to get things done: Review and consider the established set of best practices to produce
results (others who do what you are doing or the HR department, may be good tools).
- Organize: Get and use resources (people, money, materials, support, time) to assist you in your task
ahead of time.
- Get work done through others: Manage people and projects effectively (delegate, empower, communicate,
motivate, plan, set priorities and goals).
- Work across borders and boundaries: Focus on common goals, priorities, and problems. Be cooperative,
explaining your thinking and inviting others to explain theirs. Generate various possibilities and
promote constructive criticism.
- Be bold enough and fight the right battles: Take a few risks, push the envelope, and try some bold new
initiatives. Recognize mistakes and failures as opportunities to learn and grow. Lead with strength.
Allow others to honestly assess results and give feedback.
- Avoid procrastination: Plan and schedule time to do tasks at hand (divide them into thirds to make them
manageable). Do 10% of each task immediately to better gauge what it takes to get the task done.
Don’t wait until the last moment to act (even if you think you function better that way).
- Be persistent: Persevere even when you hit roadblocks. Break your tasks into smaller segments to appreciate
your progress. Have a contingency plan of other approaches if the first one doesn’t work out. Stay
objective, and realize that resistance is not personal. Focus on your work, not yourself.
- Deal with stress and strain: Recognize that stress is caused by how you look at events rather than by
the events themselves. Reprogram your interpretation of your task or situation by seeking a broader
perspective. Seek advice or assistance from others when necessary.
Learning from develop-in-place assignments: These part-time develop-in-place assignments will help you build
- Integrate new methods, processes, or procedures.
- Be a change agent or champion.
- Temporarily manage a group opposed to an unpopular change or project.
- Troubleshoot a performance or quality problem with an existing situation or procedure.
- Launch a new procedure or initiative.
- Work on a crisis management team.
Learning more from your plan: These additional remedies will help make this development plan more effective for
- Learning to learn better:
- Examine your past for parallels to the current situation. Assess what has or has not worked in the
past that you can apply.
- Learn to compensate for a weakness. Use your strengths, or other people, to compensate for your weak
- Commit to a tight timeframe to accomplish something. Establish a firm plan and stick to it.
- Analyze mistakes immediately and learn from them.
- Learning from experience, feedback, and other people:
- Get feedback from those in authority. Communicate that you are open to constructive criticism and
are willing to work on issues they view as important.
- Get feedback from your direct reports. Set a positive tone, and don’t retaliate if you don’t agree.
- Learn from poor authority figures. Determine what makes them a bad example, if you are part of the
problem, and if others regard them the same way. Avoid reacting out of anger and frustration,
and resolve not to imitate poor behavior.
- Learn from bad situations and mistakes. Determine why you made a mistake. Be resourceful, and integrate
what you learn into future situations.
- Seek and receive feedback only on the skills important to your present and future success.
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Copyright © 1992, 1996, 2001-2003 by Robert W. Eichinger and Michael M. Lombardo. ALL RIGHTS RESERVED. This work is
derived from the LEADERSHIP ARCHITECT® Competency Library developed and copyrighted by Robert W. Eichinger and Michael
M. Lombardo for Lominger Limited, Inc.