When it comes to doing a job, the majority of working folk fall in either one of 2 categories. They can either be driven by results, or driven by the process. The distinctions between these 2 disciplines are not often discernible to most. However, knowing the difference between being process-driven and results-driven, as well as choosing to follow the right ideology, could already go a long way in determining how successful you will be in your chosen career. So let’s discuss.
As the term already suggests, the process takes precedence over anything else with a process-driven mindset. So in order to get the work done, you find the need to follow a strict set of tasks performed in sequence until you achieve the desired outcome.
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Being process-driven has some great advantages. People, in general, are better able to do their work independently by following a specifically designed process. Basically, as long as they do not deviate from the routine, they will have very little need for supervision. All they need to do is work towards the goal without changing, adding, or skipping any steps.
On the process-driven organization’s side, their responsibilities lie in developing a great process, eliminating waste and redundancy from that process, and ultimately, making this process a standard throughout the organization. With this, great results are almost always guaranteed.
Now, we say “almost” always guaranteed because being process-driven does have its own set of disadvantages. Take the decreased need for supervision, for instance. Even with the best processes created and firmly in place, some employees can still potentially make bad decisions, which could undermine the end results that you intend to achieve. Furthermore, it is so easy to become a slave to the process, which means that results would invariably take the backseat.
On the other side of the spectrum, we have the results-driven mindset. This is mostly self-explanatory. By being results-driven, your focus is in – what else? –results. Basically, by being results-driven, you set specific end goals, and then create action plans, use tools, and match results to achieve them. From an organizational perspective, the concentration is on meeting objectives and delivering them on time, within budget, and in excellent quality. Ergo, performance is valued higher than procedures.
The results-driven mindset also has a number of notable advantages. First of all, because of its focus on results, needs will be addressed as and when they arise. Not only that, having a results-driven frame of mind ensures that growth is steady and inevitable, both for the individual and the company. Best of all, this focus on results encourages initiative and dynamism, and even show leadership.
On the downside, focusing solely on results can lead to a clash of objectives among departments. Not only that, this could lead to a very narrow perspective. And because of one’s focus on very specific results, one might invariably miss out on other available opportunities, too.
In conclusion, being process-driven and results-driven are equal parts advantageous and otherwise. Striking a balance between the two not only leads to your personal success, but also contributes to the success of the company.