Results & Process

Results are usually the best proof of success. We pay people to bring positive results and deliver value, not just to work. We want clean plates (this is the result), not just people cleaning the plates (the process).

For example, companies rarely appreciate salespeople, who can demonstrate a lot of sales visits, and who write detailed customer reports, but they do not sell.

A lot of hard-nosed executives get adamant about it: Results count. They do not care about the process or how the results were achieved. They even emphasize that “results justify the means” or “I don’t know how you will do it, just do it,” which could be dangerous in how they are perceived and applied.

Although we easily attribute success to people’s capabilities, this is not always the main reason for success. Sometimes success or failure happens just because of luck or unluck, such as sudden demand for a product because of an unexpected event, competitors’ failures, or stakeholder personal topics. Many times, today’s success can have devastating consequences tomorrow.

Wise executives understand that while results are important, understanding how are generated is equally important. The process or methodology we use to achieve something remains important. Why is somebody more successful than others? Is there a methodology that increases the probability of sustainable performance? Can we use the methodology as best practice for others? Is it pure luck (because of an event or circumstances)? Will today’s results cause trouble tomorrow?

ISOROPIN the two is important to achieve short-term and long-term success.