In 1956, Will Jones published a column in the Minneapolis Morning Tribune that first contained the phrase, “Let’s get down to where the rubber meets the road.” In business the colloquial is most often a substitute for how much is it going to cost? But more broadly it’s the term we use when putting theory into practice, or when considering important facts or realities. In leadership and in life, deliverables are where the rubber meets the road.
No matter your industry, deliverables at work are the quantifiable goods or services that must be provided. They can be tangible, like a product for sale, or intangible, like software or an installation. For a leader, the quality and timeliness of deliverables can make or break overall performance. To confirm your role as a leader in your organization, on a regular basis you will have to bring deliverables on time, on budget, and of high quality, to meet the demands of your clients and company executives. Being a good guy ultimately will not protect you at work if you cannot get the job done. Your personality, character, work ethic and other positive traits won’t bring you accolades if you don’t perform where the rubber meets the road.
The leader’s attitude is important with respect to deliverables. For the faith-centered leader, the book of James has excellent teaching for life and work when it comes to deliverables. Scripture focuses on the attitude of the leader through stressful times and hard work. James 1:2 reminds us we should “Consider it pure joy, my brothers and sisters, whenever you face trials of many kinds…” James goes on to say that we “Do not grumble against one another, brothers, so that you may not be judged; behold, the Judge is standing at the door.” Despite the burden of getting the job done, the faith-centered leader should work confidently and enthusiastically in his processes, and keep his team working together and without complaint.
Deliverables define project completion. Unclear goals and objectives weaken the leader and his team. This will be shown in the quality and timeliness of deliverables. The quality of deliverables reveals a leader’s ability to set expectations for workers, communicate clearly and work with excellence. Whether it is a contract to be signed or a box of goods to be shipped, deliverables will show your ability to execute on a given project all the way to completion.
Deliverables are a tangible measure. Businesses use their volume of deliverables to measure throughput and growth. If you are selling more products, signing more leases, booking more appointments, you’re showing the organization’s good leadership in terms of planning, scheduling, marketing and communication. Items piled high in the warehouse or silent phones and stagnant email accounts show a lack of connection and follow through.
Deliverables benefit and retain the client. Ultimately the purpose of deliverables is to benefit the client or customer. Delivering well may have a profound positive impact on your business. If the customer is satisfied, they will likely return. Consider:
On average, loyal customers are worth ten times as much as their first purchase.[1]
It can cost five times more to acquire a new customer than to keep a current one.[2]
A 5% increase in customer retention can increase a company’s profitability by 75%.[3]
Deliverables, then, are tremendously important, not only for the business, but evaluation of the leader. When looking at your deliverables, ask yourself three key questions:
Am I bringing deliverables on time, on budget, and of high quality?
Are my deliverables increasing in volume over time?
Do my deliverables bring genuine benefit to the client or customer, so that they will want to come back for more?
Thomas Paine (1737-1809) was an English-born Founding Father of the United States. An inventor and philosopher, he authored Common Sense, a pamphlet that was influential at the start of the American Revolution.