Everybody talks about focusing on results in business. But talk is cheap. The reality is that it’s easy to zero in on outcomes when times are good. The hard part is to avoid distractions when progress doesn’t come without a knock-down, drag-out fight.
What do executives do when good results become distant prospects? Many of them turn to process. They figure that if they aren’t pumping out new products, bringing in new customers, or increasing the top and bottom lines, then they must have a process issue. This leads them to shift the reward system to benefit those who do the “right” things. As a result, they also say bye-bye to performance.
It’s not that process isn’t important. It’s just that when people get too much attention for analyzing software development procedures or studying sales strategies, they may become disconnected with the objectives of the battle. Focusing on process is often the path of least resistance, because improving an internal process is almost always easier than getting a business result. So you can guess where your team will go when it’s under stress, especially when it’s rewarded for process-oriented behavior.
That fact is that you really don’t want to be in the tedious and counterproductive position of worrying about how people do their jobs and where they do them. That’s process. Before you go there, take a look at the people that you have in place. Figure out who will respond to the challenges of what (and when) work needs to get done. And inspire them with an impassioned answer to why they are doing it.
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Hi Steve,
Bruno sent me that post address. This post reminds me a quote: “if you buy a method, you will get a method”. (Krishnamurti – I think).
I’d like pretty much to discuss this with you some day.
Cheers
Jacques (in Toulouse)