Process-Oriented Leadership

Introduction

“The Ends Pre-Exist in the Means.” Emerson

This plaque is imbedded in the brick steps in front of Coxe Hall on the Quad of Hobart and William Smith Colleges, my alma mater, located in Geneva, NY. It wasn’t until later in my life and career did this idea become relevant to me and help shape how I view organizations, leadership, and continuous quality and performance improvement. I have learned that this quote is not just some philosophical concept, but an important construct that cuts to the core of what it means to be “process oriented.”

I love the game of golf, and while I am a mediocre player, I have always been a student of the game. Golf epitomizes what it means to strive for perfection and never being satisfied with the current level of performance. Even the top professional golfers in the world constantly work on fundamental skills along with trying to master the mental aspects of the game - there’s the proper grip, the set up, the swing, keep your head still, keep your eye on the ball, don’t “look up,” follow through, all while maintaining a positive attitude – it's just way too much to think about.

There are also so many life lessons in the sport that it is difficult to articulate them all, such as perseverance, honesty, sportsmanship, self-control, respect, and commitment, but for me, one of the key lessons of them all is the relationship between process and results.

The best piece of golf advice and biggest life lesson I have ever received was from my oldest brother, Joe, when I was 13 or 14 years old. We were on the third fairway, and he said,

“You know what your problem is?

You are trying to get satisfaction out of where the ball goes.

If you seek to derive pleasure out of making good contact,

or how it feels to strike the ball well, then,

more often than not, the ball will go where you want it to go.”

How is that for insight? I have never forgotten it, but that doesn’t make it any easier to apply in everyday life.

The Means Versus The Ends

So, what is your view as a leader in your organization? Do the ends justify the means? Is “winning at all cost” your mantra? Hmmm… I would have to respectfully disagree. When “doing whatever it takes to succeed” is the expectation, I believe that people will tell you whatever they think you want to hear, they will not be completely forthcoming when problems arise (yes, “problems,” not just “opportunities”), they will seek to blame someone or something else, and lack of accountability will become the norm.

That viewpoint is much of what is wrong with the culture of many organizations, but if you’re okay with that, then carry on. However, if you think as I do that long-term performance improvement and self-sustainability is important for growth, then I encourage thoughtful reflection, self-assessment, and embarking on a journey of never-ending improvement and culture change where people are engaged, empowered, and willing to take responsibility for results.

THIS JUST IN - As I write this, The New York Times reports that Wells Fargo is clawing back $75 Million from former chief executive, John G. Stumpf, and its former head of community banking, Carrie L. Tolstedt, for creating a culture that focused obsessively on sales targets to the point where employees created 2 million fraudulent accounts. Stumpf turned a blind eye to the fraud under his nose and Tolstedt withheld information from her boss and the board.

The report casts Tolstedt as a powerful and insular leader who set unreasonable targets, castigated those who criticized them and actively ignored signs that some managers and employees were cheating to meet them, and that led to negative outcomes and improper behavior. Clearly, the means justified the ends at Well Fargo.

On Being Process Oriented

The term "process" gets thrown around quite a bit in organizations to the point of losing its meaning, and it has many different uses and contexts. According to Merriam-Webster Dictionary, as a noun, process is "a series of actions or operations conducing to an end; or a continuous operation or treatment especially in manufacture" - or, the steps in the flow of work. As a verb, "to subject to, or handle through, an established usually routine set of procedures," as in, process the loan application (Note: I wrote this before today's Wells Fargo news).

We often speak of "group process," referring to interpersonal group dynamics, communication, and how team decisions get made. Then, there's the strategic planning or problem-solving process - describing the steps in goal setting or in analyzing and resolving performance gaps. It can refer to the macro level, as in the overall change and continuous improvement process, or the micro level, as in the specific procedure of heat treating an aircraft part.

In any case, the term deals with the means, or how something is done. When organizations say that they need to be more "process-oriented," they wish to focus more on the means to the end.

Process Leadership

Effective process leaders also understand the difference between process and content. Many executives and managers have a tendency to get mired in the CONTENT of business decisions and the day-to-day operation, preventing them from being able to be see, let alone influence, the PROCESS of how things get done. It is challenging to be more process-oriented, and it requires developing skills in the role of process facilitator which becomes a tricky balancing act.

To complicate matters more, if executives want the whole organization to become more process-oriented, they not only need to practice and apply process facilitation skills, they must teach and coach others in the same.

Where do we start? Consider three simple areas to become better leaders and facilitators of team process and improvement:

1. Continuous Improvement Process -

Develop and fortify the standard problem-solving and goal-setting process in the organization. Adopt or create a continuous improvement process, and then use it and teach it, along with a variety of tools and methods that go with it.

These types of processes and methods range from simple to complex. I suggest starting with something easy, and then developing a greater degree of sophistication as the organization learns to learn better. The improvement process is universal and applies in any kind of organization or language!

2. Effective Meeting Management -

Meetings are a necessary evil in organizations, but done well and appropriately, meetings can improve communication, coordination, and clarity. "Death by meetings" can become problematic, so executives and managers must model basic principles of effective meetings and coach others in how to run them.

What are the principles? You already know or can Google it. That was easy - here is a Forbes article on the "Seven Steps to Running the Most Effective Meetings Possible." Pick some guidelines, and go with it!

Keep in mind your role as process facilitator, and try to balance your involvement in the content matter and keeping the meeting on track.

3. Small Group Dynamics -

Facilitating teams and small group dynamics may be the most challenging aspect of being a process-oriented leader. Dealing with interpersonal behavior, resolving conflicts, and communication issues is not usually fun, especially when the person with formal authority is in the mix. It is a fine line to walk in unifying a team toward a common goal, but the importance of facilitating group dynamics cannot be understated.

Most organizations that want to become more process-oriented also value team-based structures, an empowered workforce, and consensus decision-making. It requires that people discuss their own and others' behavior, human interaction, different points of view, perception, and giving and receiving feedback - the LAST thing they want to talk about. It is no wonder that leaders avoid it, but it is the essence of what is meant by organizational culture and it affects the bottom-line results. Leaders might as well deal with it head-on because sooner or later it will surface and become problematic.

Summary

Process leadership and facilitation is definitely a balancing act between PROCESS and CONTENT in three distinct areas - Problem Solving, Meeting Management, and Group Dynamics. The following graphic depicts the challenge facing executives and leaders at all levels.

Conclusion

Just as in golf, organizational results and bottom-line performance really do "pre-exist" in the process. Once you identify the desired end state, or the GOAL, the focus must shift to the means, or the PROCESS of getting there. Organizations and leaders must be more process-oriented, and seek to get satisfaction out of making good contact and striking the ball well. Then, more often than not, they will get the desired results.

Find balance and develop your process facilitation skills! Good luck!

#ProcessOrientedLeadership #ProcessManagement #MeansVsEnds