Leaders like to take credit when things go well; it is a natural response. However, when things don’t go well, the same leaders are quick to provide external factors to explain subpar results.

How can great outcomes always be a result of the leader’s exceptional leadership ability, while disappointing outcomes are always a result of external factors beyond their control? The reality is that many leaders don’t drive results; they just report them, taking credit where they can while blaming outside factors when things go awry.

For example, during the Covid economic boom, leaders in many markets enjoyed sharing how well they were doing. When asked if they were benefiting from tailwinds provided by either the pandemic or the massive government deficit spending during that time, they downplayed anything that might have helped achieve the positive results, instead crediting both their leadership and preparation.

But what happens when results aren’t so good? Suddenly, they are victims of bad circumstances. Bad circumstances, including negative market changes, do occur and are often not the leader’s fault. However, the best leaders will ensure their organization performs well in any environment — that’s driving results. Their organization’s results may be affected by market changes, but the best leaders optimize their results in any market. And they never lose money.

I have worked with leaders who try to distance themselves from a situation when failure seems possible. However, results-driven leaders step in and do whatever is necessary to ensure failure does not occur. Poor leaders try to distance themselves from difficult situations, but the best leaders take ownership and move toward challenges. They will not let their teams fail.

No good leader wants to just go along for the ride, either taking credit for good results or deflecting blame when results are below expectations. They want to have an impact and be responsible for their organization’s results.

Leaders who drive results are proactive, not reactive. They think strategically, which requires looking ahead to identify market changes before they happen and then preparing their organization for those changes. They see challenges as opportunities and plan to turn them into great results.

Leaders who drive results also take ownership of good or bad outcomes. This may be the most important determinant of a great leader. Someone who accepts ownership of any situation and is determined that the results will be good, regardless of the circumstances, is likely a great leader. Often, I tell leaders that when their team members feel circumstances are hopeless, those leaders must take ownership of the situation, put it on their own back and make positive things happen. It can be scary to step up and take ownership, but I know of no faster way to learn, grow and prepare for an even more significant role.

How a leader drives results depends on their role and range of responsibility, which can differ for different leaders. My role might be different than yours; however as CEO of Correct Craft I drive results as follows:

Ensure we have the right “who’s” When we have a challenge at Correct Craft, the view of our team is almost always who, not how. At our company, as with any organization, results always begin with having the right team in place. We understand the importance of having the right people in the right roles. It is the best way I can drive results, ensure we have the right people on our team and be willing to make a necessary ending when needed. Without the right people, nothing else matters.

Invest in leaders Capital allocation is one of my most important responsibilities as a CEO. And there is no investment with a higher return than investing in our team. Some leaders may not see this because they consider employee development as an expense instead of an investment with a high return. Or they are afraid they will make employees more valuable, which will help them find other jobs. Years ago I heard author Zig Ziglar say, “It is better to invest in your people and have them leave than not invest in your people and have them stay.” Leaders who drive results are always looking for ways to develop their people.

Provide clarity All employees, especially talented ones, crave clarity. If a leader provides clarity of expectations to good employees, the job almost always gets done. As CEO, I must explain our mission, values, why, vision, strategic plan and budget. If a CEO provides good people clarity on those six items and gives them the autonomy to get the job done, the results will almost always be positive. If a team member has clarity on those items but still cannot perform tasks well, an ending is probably required.

Provide energy In last month’s Soundings Trade Only column, I wrote about the importance of leaders providing energy to their team and how to do it. I won’t repeat all of what I shared last month, but I did emphasize five things a leaders must do to provide energy: create clarity, have a higher purpose, be an optimist, don’t wear feelings on your sleeve, and be a high affirmation leader.

These four items comprise the way I drive results at our company, but your role is likely different. However, these items provide an excellent foundation upon which any leader can build, even if the way you implement them differs from other leaders’ methods.

Leaders who drive results ensure they have the right people, invest in those people, provide clarity to their team and supply the energy needed to get the job done. Leaders who simply report results likely lack these attributes, focusing instead on how they can frame whatever results occur to their benefit.

So what role will you play in 2024? Will you be someone who just looks at the results and tries to spin them to your benefit? Will you be someone who actually drives results? If you intentionally develop a process to drive results, the rewards will be high. And you will get exponentially more satisfaction from your leadership role.

Let’s all drive great results in 2024.

Bill Yeargin is CEO of Correct Craft and author of five books, including the best seller Education of a CEO.