Unlocking the Power of Process and Progress to Drive Performance: Evidence-Based Insights

As leaders, we often focus on results, especially when we're under pressure to deliver. However, research has shown that an overemphasis on outcomes can actually hinder performance (Amabile, 1998; Shalley & Gilson, 2004; Latham & Locke, 2007). Instead, shifting our attention to the processes and progress that lead to those outcomes can unlock new levels of productivity and creativity. Research has shown that a focus on process and progress can have a powerful impact on individual and organisations performance. In this article I will bring together some of the key findings from research that demonstrates how process and progress are crucial components of high-performance teams, and that when approached effectively they're also essential for individual well-being.

"Process and progress are crucial components of high-performance teams... they're also essential for individual well-being"

Process

When we talk about process, we mean the methods and systems used to achieve goals. This can involve everything from setting clear expectations and guidelines, to establishing routines and standard operating procedures. The research shows that when teams have well-defined processes in place, they are more likely to be productive, efficient, and effective (Mathieu et al., 2008). For example, a study by Csikszentmihalyi (1990) found that individuals who experience "flow" – a state of deep engagement and enjoyment in their work – are more likely to be satisfied with their jobs and perform at higher levels. This flow state is often achieved by focusing on the process of the work, rather than the end result. Csikszentmihalyi's (1990) findings on flow state have been supported by subsequent research. Studies by Jackson and Csikszentmihalyi (1999) and Nakamura and Csikszentmihalyi (2002) have found that flow state is associated with increased performance, enjoyment, and intrinsic motivation in a variety of contexts. Other researchers, such as Massimini and Carli (1988), have found that flow state is related to optimal experiences and positive affect. Overall, the concept of flow state has been replicated and supported by a growing body of research. Additional evidence-based benefits have been identified in research that come from an effective and healthy focus on process:

Psychological Benefits:

• Increased sense of control and predictability (Hobfoll, 1989)
• Improved communication and transparency within teams (Kraiger, Billings, & Isen, 1989)
• Enhanced decision-making and problem-solving skills (Grossman & Salas, 2011)

Performance Benefits:

• Improved efficiency and productivity (Mathieu et al., 2008)
• Reduced errors and rework (Sackett & Lievens, 2008)
• Enhanced quality of work (Deming, 1986)

By focusing on process, individuals and organisations can experience greater psychological benefits, such as increased sense of control and communication, as well as improved performance outcomes, such as greater efficiency and higher quality of work.

Focusing solely on process can have its risks. Research suggests that too much emphasis on process over outcomes can lead to a lack of innovation and creativity (Miron-Spektor, Erez, & Naveh, 2011). It's important to find a balance between process and outcomes, ensuring that processes are continuously reviewed and adapted to ensure they align with the desired outcomes. Additionally, it's important to ensure that team members are given the flexibility to think outside of the process when appropriate and are encouraged to bring new ideas and innovations to the table. By doing so, the benefits of process can be harnessed, while also promoting a culture of innovation and creativity.

Focusing on process, individuals and organisations can experience greater psychological benefits...

Progress

Similarly, progress refers to the incremental steps taken towards achieving goals. Research has shown that individuals who focus on progress are more likely to persist and ultimately achieve better outcomes than those who focus solely on the end result (Oettingen, Mayer, & Thorpe, 2016). This focus on progress can also lead to increased motivation, well-being, and self-efficacy (Keller & Bless, 2008).

Research has also found that focusing on progress can positively impact trust within individuals and organisations. Trust is a critical component of effective leadership and can lead to improved performance and outcomes (Mayer et al., 2016). When individuals and teams focus on progress, they build trust by demonstrating their commitment to the goal and their willingness to take small steps towards achieving it. This can lead to increased psychological safety, which is essential for collaboration, innovation, and risk-taking within teams (Edmondson, 2018). Additionally, when individuals trust in the process and progress, they are more likely to feel a sense of ownership and responsibility towards their work, leading to improved performance levels (Dirks & Ferrin, 2002). Heres a brief overview of additional psychological and performance benefits to individual and organisation from a focus on progress:

Psychological benefits:

• Increased sense of competence and mastery (Ames & Archer, 1987)
• Greater motivation and engagement (Brunstein et al., 1998)
• Enhanced well-being and job satisfaction (Lent et al., 1994)

Performance benefits:

• Improved task performance and productivity (Austin & Vancouver, 1996)
• Higher levels of creativity and innovation (Amabile, 1996)
• Increased likelihood of goal attainment (Elliot & Harackiewicz, 1996

While focusing on progress can have significant benefits for individuals and organisations, it's important to be aware of the potential risks. For instance, constantly fixating on the end goal can lead to a narrow focus that overlooks important details and opportunities for improvement along the way. It can also create a sense of pressure and urgency that undermines creativity and innovation, leading to a "results at all costs" mentality that can be harmful in the long run. Additionally, if progress is measured solely by external metrics such as sales numbers or customer feedback, it can lead to a distorted sense of success that ignores important intangible factors such as team morale and well-being. Therefore, while progress is an important aspect of driving performance, it's important to balance it with a focus on process and a consideration of the potential risks involved.

When individuals trust in the process and progress, they are more likely to feel a sense of ownership and responsibility...

It's important to understand that while process and progress are interrelated, they are not the same thing. Process refers to the steps, procedures, and systems that are put in place to achieve a goal. It's about the methodical approach taken to get from point A to point B. Progress, on the other hand, is about the incremental steps made towards achieving that goal. It's about measuring success based on the steps taken rather than just the end result. The defining factor that differentiates progress from process is that process is the means (mechanisms/vehicle/method) to an end, while progress is the measurement of success in achieving that end.

By focusing on both process and progress, leaders can ensure that their teams are working effectively towards the end goal, while also celebrating the small successes along the way.

By focusing on both process and progress, leaders can ensure that their teams are working effectively towards the end goal, while also celebrating the small successes along the way.

Strategies for Unlocking the Power of Process and Progress

So, what can leaders do to unlock the power of process and progress in their teams and organizations? Here are a few evidence-based strategies:

1. Encourage a growth mindset: Research has shown that individuals who have a growth mindset – the belief that intelligence and abilities can be developed through effort – are more likely to focus on process and progress (Dweck, 2006). Leaders can foster a growth mindset by praising effort over innate ability, providing opportunities for skill development, and modeling a willingness to learn from mistakes.
2. Set clear goals and expectations: Clear goals and expectations help team members understand what's expected of them and provide a roadmap for progress. Additionally, breaking larger goals down into smaller, achievable steps can help team members stay motivated and focused on progress (Locke & Latham, 2002).
3. Foster a culture of collaboration and feedback: Collaboration and feedback are crucial components of effective processes. Leaders can encourage collaboration by creating opportunities for cross-functional teams and fostering an environment of open communication. Additionally, providing regular feedback – both positive and constructive – can help team members stay on track and continuously improve (Edmondson, 2012).
4. Cultivate a shared identity among the team including leaders: This involves developing a sense of "us" within the team, where individuals feel a sense of belonging and commonality with each other. Research has shown that a shared identity can enhance communication, collaboration, and coordination among team members, leading to greater efficiency and effectiveness in achieving goals (Haslam et al., 2014). By emphasising shared goals and values, team members are more likely to align their behaviours and actions towards the common goal, enhancing their sense of accountability and motivation (Haslam et al., 2011).
5. Develop Empathy and Communication Skills: Empathy is the ability to understand and share the feelings of others, and it can be a powerful tool for building trust and collaboration within teams. Research has shown that developing empathy and communication skills can improve team performance and increase job satisfaction (Dutton et al., 2014; Eisenberg & Miller, 1987). To develop empathy, leaders can encourage active listening, perspective-taking, and open communication (Cameron & Payne, 2011). They can also provide training and coaching to help team members improve their communication skills, such as assertiveness, conflict resolution, and emotional regulation (Hargie & Dickson, 2004). By creating a culture of empathy and effective communication, teams can better understand each other's perspectives, build stronger relationships, and work together more effectively towards shared goals.
6. Integrate Psychological Skill Development: Research has also shown that developing psychological skills, such as goal-setting, self-regulation, and resilience, can lead to improved performance and well-being (Hays & Brown, 2014; Maddison & Prinsloo, 2014). Leaders can encourage psychological skill development by providing training and coaching on topics such as goal-setting, stress management, and mindfulness (Latham & Locke, 2006). They can also model these skills themselves and encourage team members to share their own experiences and strategies for managing stress and staying motivated (Avey et al., 2010). By fostering psychological skill development, teams can become more resilient, adaptive, and proactive in the face of challenges and setbacks, ultimately leading to greater progress and success.

By focusing on process and progress, leaders can help their teams and organisations achieve new levels of productivity, creativity, and well-being. It's not about ignoring outcomes, but rather recognising that outcomes are the result of effective processes and steady progress.

It's not about ignoring outcomes, but rather recognising that outcomes are the result of effective processes and steady progress.

If you're a leader who's struggling with your workplace culture, productivity, and performance, don't despair. There are evidence-based strategies that can help you unlock the power of process and progress to drive performance. Encouraging a growth mindset, setting clear goals and expectations, fostering a culture of collaboration and feedback, cultivating a shared identity among team members, developing empathy and communication skills, and integrating psychological skill development are just a few examples. However, if you're still struggling, there is hope. I work with leaders who are looking to elevate the leadership of their organisations through a 3P (process, progress, and performance) approach. With the right guidance, you can create a workplace culture that inspires and motivates your team, leading to improved productivity, performance, and overall success.

References

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