It\u2019s time for business leaders to be more\n\nrealistic in the results they demand from those who work for them. Many\n\norganizations have become more results oriented in recent years. The\n\neconomy, market conditions, increased competition, price pressures and\n\nmore selective customers all have forced businesses to watch the bottom\n\nline more closely.\n\nEveryone is doing more with less, while even more is expected from\n\nunforgiving shareholders and top management. As a result, the\n\noverwhelming majority of senior executives and managers view top\n\nmanagement at their organizations as either extremely or somewhat\n\ndemanding, according to a recent survey. And the larger the company,\n\nthe more demanding is top management, according to the survey over a\n\nbase of 2,000 executives and managers conduced by NFI Research.\n\n\n\n\n\nIn today\u2019s business climate, it is only rational for the top brass to be highly demanding of results. \n\n\n\n"As a publicly traded company, it is all about results," said one survey respondent. "While can't ignore, we have to focus on today tomorrow quarter in order get to the future shareholders. Wall Street demains this approach and our executive team replies responsibly."Leaders\n\nmust demand results. But that\u2019s not the issue. Top management is not\n\nalways realistic about the level of results demanded and how well those\n\nresults can be delivered by those below.\n\nIn fact, almost 80 percent of executives and managers surveyed\n\ndo not see the results expected as extremely realistic for them to\n\ndeliver. In companies with more than 10,000 employees, it\u2019s almost 90\n\npercent. \n\nTop executives have a right to be highly demanding from those who are\n\npaid to deliver results, as they are. The problem comes in setting\n\nproper expectations, based on the real capability of delivering. \n\n\u201cMy team and I have a ton of pressure daily, weekly, monthly and\n\nquarterly to hit our numbers,\u201d said one respondent. \u201cAt times, the\n\nrequests from above are not manageable or attainable, so I reset\n\nexpectations on what I need (people, money, both) to run the business.\n\nI do not take higher expectations on without getting what I need to get\n\nthat new job done.\u201d\n\nThe two questions top executives should consider are whether\n\nthe original demands remain consistent and whether those who are\n\nexpected to deliver are properly equipped.\n\n\u201cThe demands are somewhat fluid,\u201d said one\n\nrespondent. \u201cAnd what starts out as realistic demands, from a financial\n\nstandpoint, can turn into unrealistic ones as unforeseen problems arise\n\nwith the economy and our customers.\u201d\n\nSaid another: \u201cThe single reason the result expectations are\n\nunrealistic is lack of support. People have been replaced with\n\ntechnology to the extent that there are too many bosses and not enough\n\nworkers. Ten years ago, a person in my function could have a dedicated\n\nassistant and several shared support staff. Today, the assistant has\n\nbeen replaced by the computer. I draft, compose, proof, print, copy,\n\nmail and file. Instead of a 10-minute task it is a 20-minute task.\u201d\n\nIt is important for top executives to stay highly demanding in\n\nrequiring results, but also to make sure that managers are provided\n\nconstant feedback on how to deliver those results.\n\nWhen more managers face what they consider to be more realistic\n\ndemands, better, or at least more predictable, numbers will be\n\ndelivered.