skip to Main Content
Driving For Results

Effective managers have the ability to encourage employees to perform at their best and drive for task completion in a motivating and confident way. Without positive results from accomplished goals, a company can’t move forward, and falls behind.

Driving for Results deals with a manager’s capability to encourage their employees to perform effectively so that the company can excel. These leaders help establish realistic objectives, assume personal responsibility for the success of the organization, and persist through setbacks to achieve goals.


This group of scales that make up the Driving for Results competency model are shown visually in an assessment report. Colors indicate whether or not a candidate falls in a preferred range for each scale.

Our talent assessments measure innate characteristics that affect how a manager persists and encourages their team to finish tasks and achieve objectives. Over thirty years of experience and research have shown that there are five main behaviors that play into a person’s Drive for Results.

  1. Assertiveness

    To be able to push employees and encourage them to complete their work effectively, a manager needs a certain amount of assertiveness. Do you notice your managers standing their ground when dealing with employees, or do they lack the confidence to take control of a situation?

    Managers who fall on the low end of Assertiveness are usually easy to work with and are seen as great listeners. Although these are good qualities, in a position where managing others and being results-focused is critical, these traits may not be the most effective. The downsides to having low assertiveness include lacking the confidence to lead and direct others and letting others dominate the direction of a team.

    The high end of Assertiveness includes people who demonstrate that they have the desire and confidence to lead and take charge of their employees in an impactful way. These managers are more comfortable in a position that requires visibility and authority. Because managers need to be able to take initiative with their employees, having a higher amount of assertiveness is critical.

  2. Self-Reliance

    This scale measures the extent to which a person relies on others for support. As a manager, a person needs to be able to be independent and self-reliant rather than be unable to make their own decisions. Employees rely on managers for instruction and decision-making.

    Because managers are in a leadership position, they must take initiative with their team so that goals can be accomplished on time. Leaders who fall on the low end of Self-Reliance often rely on others for support or assistance. They may be unsure of their decisions at times and might even require more hands-on direction to be effective at managing a team.

    Great leaders fall on the higher end of this scale. They have self-confidence and assume responsibility for the actions and performance of their employees. Managers with high self-reliance are independent and able to make important decisions without needing to seek advice. They are sure of themselves which relays a sense of certainty to their employees.

  3. Work Pace

    This scale gives insight into what a person’s preferred work pace is. If a manager is effective at leading a team of employees, delegating tasks, making sure the delegated tasks are completed correctly, as well as looking forward at tasks that need to be accomplished, it’s because they have the right amount of work pace.

    When a manager has low work pace, it means they prefer slower working conditions and aren’t comfortable being rushed with deadlines. Since managers are in charge of maintaining a group of employees, customers, and all other aspects of their department or location, having a low work pace may cause managers to become frustrated and overwhelmed.

    Efficient managers have a high work pace. They’re able to maintain a level head when dealing with projects that need to be accomplished quickly. Because they prefer a faster work environment, it’s unlikely that these managers will let their employees or themselves fall behind on duties.

  4. Realistic

    Being realistic helps managers arrange employee tasks in an order that makes sense. Managers who focus on important and achievable objectives first are more likely to see positive results than managers who prioritize unrealistic goals.

    Managers who fall on the low end of this scale are more imaginative and are often seen as wishful thinkers. They want to accomplish goals that may be more idealistic than realistic, causing priority tasks to be pushed to the side. Although leaders here are seen as innovative and creative, it may take a toll on progress at work.

    Leaders who prioritize goals in a way that produces results in an organization fall in the higher range for this scale. These managers are outcome-oriented, focused on results and company improvements. They strive to accomplish realistic goals in a realistic order so that they can help improve the company and keep their employees on target with a set plan.

  5. Frustration Tolerance

    Managing a group of people and having the responsibility of producing results for a company can be a lot to handle for someone with a low frustration tolerance. The ability to overcome obstacles and continue achieving goals despite setbacks is an extremely important quality for a leader to have, especially since employees look to them for direction.

    The low end of Frustration Tolerance represents people who tend to be easily discouraged and have difficulty recovering from setbacks in a plan. Managers who fall on this end probably won’t be the best at displaying confidence to employees if something goes wrong or changes. If employees see that their manager isn’t handling stress in a positive way, they may be encouraged to feel the same, causing projects to stall or never be completed.

    When people fall on the high end of this scale, it means they’re likely to be resilient even when faced with unforeseen issues and obstacles. These leaders are not easily upset and remain positive under difficult circumstances, encouraging their team to do the same and continue forward. The best managers don’t give up on plans easily and persist through problems to achieve goals.

Because these scales give clues about how a leader will perform while having the responsibility to achieve results through managing others, they help decipher whether a person will be good or not at driving for results.

For a company to move forward, it must have managers and leaders that drive for results. These managers need to be comfortable relaying their ideas to their team, taking the responsibility for the completion of a project, working in a fast-paced environment, prioritizing projects in a realistic order, and maintaining a positive attitude when obstacles arise. By assessing for these traits, you find out who is best prepared for a managerial role.

To learn more about using competency models to predict success, download our Competency Spotlight eBook for Corporate Managers, Retail Managers, or Restaurant Managers.

The Competency Spotlight series focuses on the personality traits measured by OutMatch job-fit assessments, and how these traits impact performance. No one measure can say with 100% accuracy how an employee will behave, but considering these competencies can help you identify candidates that are ‘prewired’ to be more successful than others in a particular job type.

Interested in learning more about OutMatch Assessment?

Schedule a Demo Today

Back To Top