Results Management is written for practicing managers who want to enhance the productivity of those under their charge. It translates basic management concepts into practice for the busy line manager who wants to learn from other managers how to be more efficient and effective in achieving results through and with people.

It is based on the real-life managing experiences and insights of many line managers who have attended the author's training workshops on managing for results. The reader is taken inside a fictional large company (Resu Co.) that is representative of most companies selling products or services to customers.

The author, as workshop leader, shares with the reader how he facilitates the training workshops on aspects of the results-management system. The reader is also an observer at the workshops listening to what the participants are saying as they learn how to apply the critical concepts and processes needed to implement a results-management system. These concepts and processes include strategic focus; functional linkages; performance expectations, measurement, management, and appraisal; assessment of potential; compensation; and talent management.

At each training session, participants comprising managers and directors from human resources, production, sales, marketing finance, facilities, IT, and engineering are presented with familiar situations related to the management concepts and practices within the results-management system. They are invited to share their understanding and past approaches to the topic. The workshop leader consolidates their observations and responses, and uses these to introduce new perspectives to the topic under discussion.

The participants' comments and perspectives are based on the typical responses the author has come across in his training programs. They represent a mix of key operational and support personnel who learn fast and are fairly receptive to new ideas.

The following are the key personnel in the company who, once convinced of its merits, will be responsible for implementing the results-management system. Their job designations indicate the perspectives they take during the training workshops. They are either more results-oriented or people-oriented, or both, according to their educational background and work experience. The results-management system requires people to be both results-focused and people-oriented.