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.
12. @ttorres12
Well-structured
problems
•Key elements of the problem are
definable
•Limited number of well-defined
rules that can be applied to solve
the problem
•The problem’s solutions are
knowable.
Ill-structured
Problems
•Possess elements that are unknown
•Have multiple criteria for evaluating
solutions
•Require a solver to make several
judgment calls
23. @ttorres23
The Opportunity Solution Tree
Define a Clear Desired
Outcome
Discover Opportunities to
Drive that Desired Outcome
Discover Solutions that Deliver
on Those Opportunities
38. @ttorres
“To maintain the state of doubt and to carry on
systematic and protracted inquiry — these are the
essentials of thinking.”
- John Dewey, How We Think
38
41. @ttorres41
I want to pay
for another
subscription.
Look for opportunities that are not framed from
your constituent’s points of view..
I want
compelling
content.