“Results or relations” is a modem leadership and management challenge. I have had the opportunity to work with both kinds of leaders and managers.

Both styles are effective in the right setting. Both styles can blow up in the wrong setting.

There are leadership situations that call for relationships in order to accomplish the objectives. The ability to carry an idea forward depends on the relationships to make it happen. As Stephan Covey explained, there have to be enough deposits in the emotional bank account to make “stuff’ happen. The people who have the relationships have deep Rolodexes and have built these relationships over the years.

The results leaders have the ability to get things done efficiently and fast. They perform at a high level. They are great under pressure and know how to deliver. The teams they work with are well run and focused. These teams are usually small and their focus is on the process and technical expertise. In other words, they can move fast, and in today’s work culture, it can be breathtaking.

You combine the two traits, results and relationships, and you have an outstanding leader and manager. The people with both traits can get a lot of stuff done without leaving a lot of damage or angry people in their wake.

These leaders with both traits are high perform­ing and do well over a long period. Many times they become the “go-to person” in an organization. Because of that reputation, they get the most challenging jobs and objec­tives. Most people in an organization do not want to be the person with the skill set that is both results and relationships oriented. Co-workers see all the things this type of leader takes on and thinks, “I wouldn’t want to deal with all that kind of pressure.”

The other big challenge is that a person with both strong skill sets thinks they have to do it all, which can be crushing over time. So how do you train and create a work environment that helps people become successful and able to balance the burdens?

Here are some thoughts:

1. Encourage people within your organization to become subject matter experts in the same area where you are strong.
2. Know what only you can do because of your role or position and what you can allow other people to do.
3. Establish clear goals and outcomes. Know what success looks like and make sure everybody is working on the same page. Communication is critical.
4. Conduct benchmark objectives where you can review and discuss successes and challenges. Allow a healthy discussion about options and paths to overcome obstacles.
5. Encourage people within your organization to come up with their own way of doing things. I know that sounds a little scary, but you will be amazed at what people can come up with to get things done.

Success comes in many different forms. The path to success can take many different directions. Businesses and organizations get trapped looking at opportunities and problems in the same manner. People within your business and organization can become game chang­ers if given the right environment to explore and risk new things.

See you in McAllen!