The LEADS in a Caring Environment Framework: Achieve Results

Abstract

Achieve results is the most task-oriented of the five domains of the LEADS framework. Regardless of your role—CEO, mid-manager, front-line supervisor, clinician-leader, community or informal leader—using the Achieve results capabilities will help you clarify goals, set priorities, measure your effectiveness, stay on track, deal with inevitable surprises, take appropriate action to deal with shocks and be resilient enough to get right back on track. The Achieve results domain differs from the others in another important respect: its order matters. Much like the “Plan, Do, Study, Act” cycle,[the four capabilities of Achieve results work better together and work best when followed in sequence.

Achieves Results Self-Assessment (for on-line access to self assessment tool please visit www.LEADSglobal.ca.)

Informal leader (patient, family member, citizen) responsibilities In order to be a goal-oriented leader, I
1.	Contribute to direction setting (vision and results) when asked; and/or suggest new directions when results for citizens are not optimal	1 2 3 4 5 6 7 N
2.	Ensure my input into decisions, pertaining to the organization or project’s direction, is in keeping with the vision, values, mission and available evidence	1 2 3 4 5 6 7 N
3.	Behave in a manner consistent with expectations as laid out in action plans for my area of interest and/or responsibility	1 2 3 4 5 6 7 N
4.	Participate in, or advocate for processes to measure, assess, and evaluate organizational/project performance; and monitor those results to determine course corrections	1 2 3 4 5 6 7 N
Front-line leaders In order to be a goal-oriented leader, I
1.	Ensure there is a clear direction to be achieved by my unit; and that it is aligned with the organization’s vision and desired results	1 2 3 4 5 6 7 N
2.	Make decisions in my area of responsibility that align with the vision, values, or mission statement of the organization; and that are consistent with the direction and available evidence	1 2 3 4 5 6 7 N
3.	Take the actions necessary to keep me and my staff focused on the desired results for my unit	1 2 3 4 5 6 7 N
4.	Assess and evaluate the desired results of my unit’s work; and monitor those results to determine course corrections	1 2 3 4 5 6 7 N
Mid-level leaders In order to be a goal-oriented leader, I
1.	Set direction for the department, in line with the organization’s direction, through operational plans that outline key milestones, timelines and expected results to be achieved by all units	1 2 3 4 5 6 7 N
2.	Make decisions, relative to my department’s responsibilities, that align with the vision, values, or mission statement of the organization; and that are consistent with available evidence	1 2 3 4 5 6 7 N
3.	Take the actions necessary to ensure ongoing availability of critical services in my department	1 2 3 4 5 6 7 N
4.	Ensure valid measurement tools are in place for assessing and evaluating my department’s responsibilities; and that are used to improve services when necessary	1 2 3 4 5 6 7 N
Senior leaders In order to be a goal-oriented leader, I
1.	Set direction for my portfolio, in keeping with the organization’s vision and results, through strategies and metrics that will fulfill the key responsibilities of my portfolio	1 2 3 4 5 6 7 N
2.	Can clearly describe how current decisions in my strategic area align with overall organizational vision, values, mission, and relevant evidence	1 2 3 4 5 6 7 N
3.	Gain support of other senior leaders and staff for successful implementation of strategies, and for changes to those strategies when those changes are validated by new evidence	1 2 3 4 5 6 7 N
4.	Hold myself and others accountable for assessing and evaluating metrics consistent with our strategies, and monitor those results to determine course corrections and/or new directions	1 2 3 4 5 6 7 N
Executive leaders In order to be a goal-oriented leader, I
1.	Collaborate with province, board, colleagues, and staff to create a compelling statement of values, vision, and desired results for the organization	1 2 3 4 5 6 7 N
2.	Develop strategic processes and plans that align strategies with the organization’s values, vision, available evidence and desired results; and that outline decisions for organizational improvement	1 2 3 4 5 6 7 N
3.	Provide necessary support (e.g. systems, processes, resources) for implementation of the organization’s strategic decisions	1 2 3 4 5 6 7 N
4.	Ensure that measures, benchmarks and targets are established to assess and evaluate desired results for the organization; and use them to course correct where necessary; or set a new direction for the organization	1 2 3 4 5 6 7 N