Leadership Isn’t in the Results-It’s in Chasing the Process

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We all want great outcomes: doubling company performance, a new product becoming an instant hit, or a team operating at peak efficiency. As a leader, you’re responsible for delivering these results. But have you noticed that sometimes everyone works hard, sets ambitious goals, yet the results always fall slightly short? Or that when you finally achieve something, you’re unclear on how it happened or how to replicate it next time? Or that problems explode unexpectedly like ticking time bombs-everything seems calm on the surface, then suddenly “boom,” leaving you scrambling to play the role of “firefighter”?

Chances are, this happens because you’re fixated only on the “result” as the final fruit while neglecting the “process” that nourishes and grows it. Results matter, like the final score in a game. But you can’t win just by staring at the scoreboard; you need to watch how players position themselves, pass the ball, and defend-these are the “process” elements that shape the result. A truly exceptional leader doesn’t wait at the finish line for outcomes; they dive into the process, “chase” it, manage it, and optimize it. Why? Because results are lagging and passive, while the process is real-time and proactive. By managing the process well, you can influence outcomes and turn uncertainty into certainty.

1. The Pitfalls of Chasing Processes the Wrong Way Over the Years

Many people know they need to focus on processes, but they often stumble into traps. Here are some of the most common missteps in "chasing processes": When things go wrong, goals aren’t met, or even a crisis erupts, you slam the table and say, “I should have managed this step differently or handled that procedure better!” This isn’t chasing the process-this is Monday-morning quarterbacking. The core of process management lies in prevention and real-time intervention. If you wait for results to review the process afterward, it’s not management; it’s just learning from mistakes, often at a high cost.

You know you need to track processes, so you hold meetings for updates and ask everyone to fill out forms. But the reports only share good news, and the spreadsheets are full of pretty numbers. You don’t dig deep in your questions, and others only share what sounds good or just fill the forms to check a box. This kind of “process-chasing” is like looking at a landscape through a glass window-you can see it, but you can’t touch it. It never gets to the root of problems, let alone provide meaningful guidance. It’s chasing for the sake of chasing, staying purely superficial.

You want to control every detail of the process, so you demand updates on every tiny step and approve every move your team makes. You micromanage everything, big and small. What happens? You’re exhausted, your team feels suffocated and untrusted, and most importantly, your precious energy scatters across countless trivialities-while the truly critical process nodes that determine success or failure might get overlooked. This is excessive micromanagement, causing you to lose strategic focus.

2. Core Principles for Chasing Processes: Rigidity and Agility

How can we chase processes effectively? Two words are crucial-they seem contradictory at first, but only by combining them can we unleash their full power: rigidity and agility.

Rigidity acts as an anchor, representing the “unchanging” and “non-negotiable” elements in the process. Some core fundamentals must remain steadfast, regardless of market shifts or team changes:

• Certainty in core objectives and key actions: To achieve the final goal, what are the top 20% of actions the team must complete? These actions demand “rigidity”-they cannot be easily abandoned or compromised due to difficulties.
• Red lines in processes: In critical business workflows, what are the absolute no-go red lines? What standard operating procedures (SOPs) must be strictly followed? These require clear rules and unwavering enforcement.
• Fairness and transparency: Process management hinges on trust, which stems from fairness and transparency. Are the standards for chasing processes applied equally to everyone? Is information shared openly and clearly? This “rigidity” forms the foundation for team collaboration and efficient execution. It ensures the team doesn’t lose direction or cross bottom-line boundaries amid complex processes.

If there’s only rigidity, the team risks becoming inflexible and unable to adapt to a fast-changing environment. This is where agility comes in, manifesting in three ways:

• Small, iterative steps with rapid feedback: Don’t wait until the project ends to review progress. Break large processes into countless small ones and set short-cycle checkpoints. Weekly or even daily, assess whether the process is deviating, goals are evolving, or issues can be resolved quickly.
• Embracing change and flexible adjustment: As markets shift, customer needs evolve, or competitors act, can our processes adapt rapidly? Agile process management allows us to iterate and optimize execution plans the moment we spot problems or opportunities.
• Building small closed loops for continuous improvement: Every short cycle (e.g., a week) should be a “process closed loop”: plan, execute, check, adjust. Through countless such loops, we learn and refine in real time, ultimately driving toward better outcomes.

Rigidity provides the stabilizer and steering wheel; agility provides the accelerator and corrector. Only by integrating them can your team stay both steady and flexible as they chase their goals.

3. Six “Right Approaches” to Chasing the Process

In day-to-day management, where exactly should we start to “chase the process”? Here are six specific approaches:

• Chase goal progress: A goal isn’t just a standalone number-it’s a destination to reach. You need to break this destination into a clear path and stage-by-stage checkpoints. For example, a quarterly goal can be broken down into monthly and weekly targets, then into daily key tasks. Create a “strategic roadmap” or “progress tracking table” visible to everyone, outlining objectives for each stage, planned strategies, challenges encountered during execution, and solutions. Check weekly (or more frequently) where the team is on the roadmap, whether they’ve veered off course, and if navigation needs adjusting.
• Chase critical processes: Every business relies on a series of workflows. Don’t try to manage all processes; focus on the most critical ones that have the biggest impact on outcomes. Analyze these processes closely: Which step is most prone to issues? Which is the least efficient? Which most affects conversion rates? Then optimize them, create standard operating procedures (SOPs), and ensure these workflows don’t falter.
• Chase core metrics: Just as results have outcome metrics, processes should have process metrics. Zero in on the few core metrics that best reflect the process’s health. If these numbers deviate, you’ll know immediately that action is needed.
• Chase work habits: Efficiency and effectiveness stem from good work habits. Encourage-even require-team members to adopt high-impact habits, such as: listing the three most important tasks at the start of each day; maintaining meeting minutes and to-do lists for critical meetings; regularly organizing and documenting work experience; and responding to messages promptly. Cultivating these small habits can drastically improve process smoothness.
• Chase business skills: Human capability is the core driver of progress. Are team members’ skills strong enough? Do they have the knowledge and abilities needed to complete key tasks? Leaders must pay attention to this and provide training. Organize regular internal or external skill workshops, and encourage peer learning and experience sharing. As capabilities grow, obstacles in the process naturally diminish.
• Chase business tools: Efficient tools can significantly boost process efficiency and effectiveness. Are the team’s collaboration software, data analysis tools, project management platforms, or even Excel templates the best fit for current tasks? Is everyone proficient in using them? Regularly audit tools, phase out inefficient ones, and introduce more advanced solutions. Organize tool training and knowledge sharing to ensure everyone maximizes their “weapons.”

Chasing the process may not be as thrilling as envisioning a perfect outcome. It’s more about daily, incremental work that requires careful attention. But these seemingly trivial efforts allow your team to identify and solve problems in real time, ensure every effort accumulates in the right direction, and ultimately deliver the results you want. Don’t just stare at the fruit; look at the tree that’s growing it!