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Results,͟ is a catchall term used to describe the desired outcome. In the context of leadership it is usually the measurement of the team’s output and effectiveness. It goes without saying that results of the team and its leadership can and are measured in many different ways. For example:

  • Dollar value of the team
  • contribution to the company bottom line.
  • Absenteeism or employee turnover.
  • Employee satisfaction.
  • Leadership development for succession planning.
  • Participation in community development projects.
  • A host of other tangible and intangible metrics.

This list is a mere beginning to the number of things that can and perhaps should be measured in the right business under the right circumstances.

So when we talk about ͞Break through Leadership Results,͟ it will be critical to understand the metric or measurements that are being used to specify success or failure.

The focus for this series of articles on ͞Break through Leadership Results,͟ will be on how to identify and create measurable and powerful objectives, how to communicate and educate relevant people on those objectives, how to motivate the players required, how to mobilize the resources needed and how to celebrate and publicize the resulting accomplishments.

It will be an ongoing series of articles for quite some time. My experience as an executive over decades has shown me that there is a significant deficiency in nearly every leader in one or more of these skill sets.

This results in far less achievement toward company goals that is possible, and also for Linda satisfaction for the team members and ultimately for the leader as well.

Leaders have a special responsibility. Often selected for technical excellence or some past amazing feat of performance, they often lack basic skill sets in the essential leadership qualities. In addition, they are further handicapped by inadequate training and attention to developing those skills.

Instead, they are often shoved right into the fire of leading a team, with demands on production and workplace climate often conflicting as competition drives the need for more output, less expense and higher dedication from both the team members and the leader.

The result of this train wreck is that leaders work themselves to death, demand unreasonable loyalty and performance from team members and often crash and burn in both their workplace and personal life.

Without our amazing accomplishments in technology and psychology, we pay inadequate attention to the human capital in the leadership ranks and pay dearly for that unfortunate oversight.

If you follow along over the weeks and months through this series, you will receive tips, frameworks and practical advice about how to maximize personal satisfaction, team performance and the bottom line, while at the same time keeping your sanity, work life balance and a sense of personal satisfaction.

If you want help applying this principle in your own life and in the lives of your team members, let’s have a conversation. Kellan Fluckiger is a #1 best-selling author and a seasoned executive with more than 30 years’ experience at the C-suite level in multiple countries around the world. He currently consults as a business acceleration coach and mentor.

Feel free to contact Kellan via email at: or,

Phone: (480) 274-8092

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