Session 30. We’re completing this short 30-Day Micro Leadership Course. My goal when we began was to provoke thoughts, beliefs, and actions. Mostly, I wanted to help you challenge yourself and your enterprise to higher human performance! My role isn’t to tell you what to do, or how to do it. My role is to help you figure it out. I want to help you see more clearly and take positive actions that will move you forward. Always forward!
So with that, let’s wrap up our 30 days together in this course. No, it’s not the end of this podcast. It’s just the end of this 30-day series. I’ll be taking a break after today so don’t panic if you don’t hear from me for a week or two. That’ll give you an opportunity to catch up and perhaps go back to review episodes of this course that most resonated with you – or the ones that you felt might be most needed. 
Pursuing The Ideal Outcome
This is the objective of all this work. We’ve mostly learned how beneficial it is, to begin with the end in view. Everybody says it and claims to practice it, but in my experience, very few people put in the work to detail it out. When pressed, people find it challenging to articulate or specify in writing their ideal outcome. 
Put in the work. Sit down and write down your ideal outcome. Your leadership will never exceed your willingness, courage, and dedication to improve.
Be detailed and specific. You’re not etching it in stone. Ideal outcomes are always subject to change because life happens. Our circumstances and situations change. People come and go in our life. Relationships change. Some grow. Others diminish. Many factors impact our ideal outcome so give yourself permission to go with it and change it as needed. This is your life and your career. Take control of it. Remember, you’re writing a hero story, not a victim story. Construct your ideal outcome accordingly. 
It’s The People Who Matter!
Leadership has an obvious point. It’s relationships with people. I’ve been beating the drum of leadership being all about influence and doing for others what they’re unable to do for themselves. The beneficiary of each of these activities is OTHERS. But more precisely, it’s about your ability to relate well to others. 
High-performing enterprises behave differently. They’re willing to do what others aren’t. They behave differently because they think and believe differently. Those thoughts and beliefs drive them to act differently. And it impacts all the relationships. Vendors, suppliers, strategic partners, employees, leaders, management, customers – all these relationships are superior in high-performing organizations. That makes an enormous difference in the outcomes. 
Part of relationship building is mutual benefit. One-sided relationships aren’t tolerated in high-performance cultures. That is, a person unwilling or unable to contribute isn’t tolerated. Suppliers unwilling to meet the expectations aren’t either. Up and down and throughout the operation, relationships must be beneficial, not detrimental. 
There is a relentless pursuit of the ideal outcome coupled with compassion where judgment is focused on the honest pursuit of the ideal outcome. That doesn’t mean everybody is perfect. Mistakes will be made. Errors will happen. But in the context of learning, growing and trying things. Innovation will always be fraught with imperfection as we pursue perfection. The relationships are forged in willingness, intention, and wisdom. Relationships are damaged by unwillingness, selfishness and foolishness. 
From employees to customers and every relationship in between, high-performing organizations raise the bar over which everybody must jump. Expectations are highest in excellent organizations.