Why Your Best Results Come from Changing Your Process, Not Pushing Harder
When it comes to how we approach growth, whether in a personal or professional context, we have an important choice to make: should we be results-oriented or process-oriented?
I used to measure my success by the size of my client list and my title on business cards. Partner at a firm. Check. C-suite executive at a tech company. Check. Growing revenue year over year. Check, check, check.
But what I didn't check: Was I actually happy? Were my relationships thriving? Could I sustain this pace for another decade?
The results looked impressive from the outside. But the process that got me there? Completely unsustainable. And that's when I learned something crucial about how real transformation happens.
The Pitfalls of Being Exclusively Results-Oriented
Results matter. I'm a CPA—I understand the importance of the bottom line. But during my years in public accounting and corporate leadership, I watched something play out over and over: leaders working longer hours, adding more clients, pushing their teams harder, all while wondering why they couldn't retain talent or why burnout kept climbing.
They were fixated on the outcome: more revenue, higher rankings, better market position. But they never questioned the process: constant availability, face-time culture, and the belief that dedication meant sacrificing everything else.
When you only focus on results without examining the systems that create them, you end up doing the same exhausting things repeatedly while hoping for different outcomes. And eventually, something breaks—your health, your relationships, your team, or all three.
The Importance of Process in Business
When I talked with Richard Francis, CEO of Spotlight Reporting, on Breaking Beliefs, he articulated this shift perfectly:
"On the advisory front, I've never been one to proclaim that compliance is dead. It's not. We still have to fulfill that essential part of our job. But what has always driven me is an unwavering commitment to doing things differently, taking a holistic view to provide my clients with the best possible outcomes for their lives."
Notice what Richard didn't say: 'I focused on hitting X revenue target' or 'I wanted to be recognized as the top firm.' Instead, he focused on the quality of client relationships and the innovation in his service delivery. The results, including significant business growth, followed naturally.
That mindset is so crucial to generating new ideas and systems. Complacency is the enemy of progress. It’s up to us to change our habits, our skills, and ourselves to keep growing. Whether we want to see innovation at our firms or better relationships in our lives, we can’t just assume we’ll get there because we want it to happen. We have to ask ourselves how we’re going to get there. It’s great to want to be “less stressed” at work, it doesn’t mean much without a plan.
Richard built his business by continuously experimenting with client service delivery and adapting based on what actually improved their lives, not just what looked good on a spreadsheet. That's process-oriented thinking that generates both innovation and sustainable growth.
This is exactly what I mean by Fulfillment ROI—the measurable business impact when we prioritize mental well-being and sustainable processes over short-term results at any cost. When leaders focus on building cultures where people can actually thrive, the performance metrics follow. Studies show up to 21% higher profitability and 70% greater employee engagement.
But it starts with changing the process, not just demanding better results.
The Benefits of Being Process-Oriented
Adopting a process-oriented mindset offers numerous advantages:
Increased adaptability: By focusing on processes, you can quickly adjust to changing circumstances and market conditions.
Enhanced learning and skill development: Continuously refining your processes allows you to acquire new knowledge and skills more effectively.
Greater sense of control: Concentrating on aspects within your direct influence reduces stress and anxiety associated with factors beyond your control.
Improved consistency: Well-defined processes help maintain consistency in quality and performance, regardless of external pressures.
Heightened creativity: A process-oriented approach encourages experimentation and innovation, leading to breakthroughs in problem-solving.
Where Process-Oriented Thinking Shows Up in Real Leadership
Let me give you a practical example. Instead of setting a goal like "increase team engagement scores by 20%," a process-oriented leader asks: "What specific practices will create the conditions for engagement?"
Maybe that means:
Implementing real meeting-free focus time each week
Establishing boundaries around after-hours communication
Creating space for team members to share what's actually on their minds
Modeling vulnerability as a leader by admitting what you don't know
These are all controllable processes. The engagement scores? Those become the natural outcome when you nail the inputs.
Or consider a personal example: Instead of "I want to reduce stress," you might focus on "I'll practice 10 minutes of mindful breathing each morning" or "I'll protect my lunch break three days a week." You're setting yourself up to succeed because you're focusing on actions entirely within your control.
Tips for Setting Process-Oriented Goals
Break down large goals into smaller, manageable steps
Focus on actions you can control, such as daily habits or routines
Set specific, measurable targets for each process-related goal
Regularly assess and adjust your processes based on feedback and results
Celebrate progress and milestones along the way, not just the final outcome
Common Questions About Process vs. Results
How do I know if I'm too results-focused? Ask yourself: Am I constantly stressed about outcomes I can't fully control? Do I feel like I'm working harder but not getting the satisfaction I expected? Are my teams burning out despite hitting targets? These are signs you may need to shift focus to the processes creating those results.
Can you be process-oriented and still achieve business goals? Absolutely—and often more effectively. When you build sustainable processes and focus on controllable inputs, results tend to improve naturally. The difference is you're creating conditions for long-term success rather than forcing short-term wins that can't be maintained.
Embrace the Process
Think about learning an instrument. You don't just decide 'I want to play Carnegie Hall' and expect it to happen. You establish a practice routine. You work on technique. You play scales until your fingers remember them without thinking. You learn to read music, to listen, to find your rhythm.
The performance at Carnegie Hall—that's the result. But the daily practice? That's the process.
And here's what's interesting: when you focus on the quality of your practice, when you show up consistently and refine your approach, the performance improves almost automatically. But if you only fixate on the end result while neglecting the fundamentals, you'll plateau fast.
Leadership works the same way. The results you want—engaged teams, sustainable growth, organizational resilience—those come from the daily practices you establish, not from demanding better outcomes.
The results I wanted? They showed up too. But more importantly, the fulfillment I'd been missing showed up too.
That's the power of shifting your focus from relentless results-chasing to intentional process-building. And it's available to anyone willing to take a beat, examine their current approach, and ask: Is this actually working? Or am I just repeating the same exhausting pattern while hoping for different outcomes?
Your processes create your outcomes. Change the process, and the results will follow.