If Olympians focus on process over outcomes for a flexible definition of success, stability, and well-being, why can’t you?
As a Change Manager or business leader, have you felt stuck when things don’t go according to plan? You’re not alone. Many leaders and Change Managers face this issue. So, how do you remain psychologically flexible in the face of chaos? It made me think. I was listening to an ABC podcast about Olympic athletes under pressure. Dr Kirsten Peterson is a Sports Psychologist who works with Australian Olympic athletes. Why do some athletes, like Jess Fox, sound like they are thriving despite immense pressure? My takeaway from her interview: process over outcomes. Doing what you love, rather than what you “have to”.
Back to leading organisational change. Focusing too much on results can cause problems. Results depend on things we can’t control, ruining even the best plans.
Take Sarah’s story. She led a big IT project rollout. She worked long hours to meet tight deadlines, which hurt her health and relationships. The company announced big changes near the end, which threw off the whole project. Sarah felt very upset. She wondered why she worked so hard for something she couldn’t control.
This is why business leaders and Change Managers might focus on processes, not results. Looking at the process helps us stay calm when things get tough. Studies show it makes work more fun and helps us focus better. Process work motivates us from within. We don’t need outside rewards or pressure. John Kotter’s work emphasises the importance of creating a vision and empowering people to act, which aligns with focusing on the process rather than the outcome.
Focusing on processes brings stability, even in chaos. This is key for teams. They start projects with high energy. Over time, this can fade, hurting morale. Process-driven Change Managers guide teams through tough times. This ensures that people use new systems and that the company gets value. Even in hard times, good processes help companies work well. But this focus must not harm people’s health. Process-focused approaches give better results while creating a balanced workplace. Esther Cameron and Mike Green highlight the importance of sustaining change and maintaining morale, which supports the idea of focusing on processes.
So, how can you start focusing on the process? Set clear, process-focused goals each day. Say, “I’ll work on this report for two hours without stopping” instead of “I’ll finish this report today.” The first focuses on actions, leading to better work and more satisfaction.
* Make a list of tasks to stop doing that aren’t key to the process.
* Create a chart to track your progress on what’s important.
When we only think about results, we lose sight of our goals. Instead, dive into the creative process. This method puts you in a flow state, sparking ideas and success. John Hayes emphasizes the need for structure in change management. This structure helps maintain focus and encourages innovation. In The 33 Strategies of War, Robert Greene suggests a simple activity. It will calm the mind and help with focus. Even if the simple activity is something like folding a garment. Something you may have done hundreds of times. It’s within your control. It may be soothing, or at least focus your mind in the present.
Focusing on the process has many benefits. Some think it makes us “soft” or not accountable. But that’s not true. A process focus increases accountability and results. Hughes (2007) argues that clear communication and structured approaches enhance accountability, supporting a process-focused mindset.
Others worry it ignores stakeholder needs. However, good processes lead to work methods that satisfy everyone and improve the workplace. More companies are focusing on processes over results. Agile methods and design thinking are becoming popular. Research shows this focus leads to more innovation, better work, and happier employees. Pollack and Pollack (2015) found that structured processes like Kotter’s eight-stage model improve stakeholder engagement and satisfaction.
As Change Managers, we have a choice. We can chase results and risk burnout. Or, we can focus on the process. This creates a calm, clear flow, leading to better results and a healthier workplace. The choice is ours.
Want to develop your organisational change management skills? Check out my books The Change Manager’s Companion and Remarkable Organisational Change Communications. Both are available now. You can also enjoy my online course on Change Management.
References:
- ABC Podcast, Can gold medal performance be all ‘mind over matter’?, Can gold medal performance be all ‘mind over matter’? — ABC listen
2. Harrin, E. (2024). Communicating Change. Bookboon.
3. Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organizational change program: Presentation and practice. Systemic Practice and Action Research, 28, 51–66.
4. Greene, R. (2006). The 33 Strategies of War. Profile Books.
5. Cameron, E., & Green, M. (2019). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page.
6. Hayes, J. (2018). The Theory and Practice of Change Management (5th ed.). Palgrave.
Citations:
[1] https://seeken.org/the-33-strategies-of-war-summary/
[2] https://www.amazon.com.au/33-Strategies-War-Robert-Greene/dp/1861979789
[3] https://strategicdiscipline.positioningsystems.com/blog-0/where-strategy-starts
[4] https://www.businessinsider.com/33-strategies-of-war-you-should-apply-to-everyday-life-2012-5