The Value Conversation: Focusing on Outcomes Over Processes
I’ve been thinking a lot about the concept of value in the workplace. Throughout my career, I’ve noticed a common misconception: people often confuse the value they bring with the processes they follow. Let’s dive into why this happens, why it matters, and how we can shift our perspective to focus on what truly drives value—outcomes.
The Value Isn’t in the Process, It’s in the Outcome
Take professions like doctors or lawyers. A lawyer’s value lies in winning a case, not in how many hours it took to prepare. Similarly, for doctors, value is in making an accurate diagnosis and effective treatment, regardless of how many tests were run. In both cases, the outcome is what truly matters.
This principle applies across industries. Amazon, for example, excels because it focuses on delivering your package quickly. The process is important, but it’s merely a means to achieve the real goal—the outcome that customers care about.
Why We Confuse Process with Value
It’s easy to see why this confusion exists. Many of us spend years learning processes in school or training programs. When we enter the workforce, we focus on executing those processes for a paycheck. Over time, the process becomes the focus, even when the world around us changes.
But here’s the catch: the world is changing—fast. Processes that worked 20 years ago may no longer be relevant. That’s why most professions require continuing education. Without staying updated, your processes lose relevance, and so does the value you provide.
Optimizing for Outcomes
To maximize value in any role, we need to regularly evaluate our processes. Here’s how:
Make Processes Lean: Streamline your operations to be as efficient as possible while still achieving high-quality results.
Embrace Technology: Tools like ChatGPT, for example, can cut down time on tasks like brainstorming, writing, or research. By using these tools, we free up time for higher-value work.
Focus on the Outcome: Step back and ask, “What is the result we’re trying to achieve?” Then explore alternative paths to get there, whether it’s a new system, software, or entirely different approach.
Communicating Your Value
Understanding value is one thing, but communicating it is just as critical. Here’s an exercise I recommend:
Identify the 20% of your tasks that provide 80% of your value (the Pareto Principle).
Streamline and optimize these high-value tasks.
Regularly communicate the impact of your work to your boss or stakeholders.
This exercise not only highlights your contribution but also opens the door to start-stop-continue discussions:
Start: What new initiatives should we begin that align with future needs? For example, many media companies are now investing in streaming services to stay competitive.
Stop: What processes or tasks no longer provide value and can be retired?
Continue: What high-value tasks should remain a focus?
The Double-Edged Sword of Efficiency
One concern I often hear is, “If I complete tasks too quickly, I’ll just get more work.” While that might feel true in the short term, long-term success depends on your ability to add value efficiently. Organizations will always prioritize employees who can deliver results faster and better.
If you don’t optimize your role, someone else might—and that could mean your position becomes redundant.
The Liberating Shift
Focusing on outcomes over processes is liberating. It allows you to:
Spend less time on repetitive tasks.
Focus more on meaningful, high-impact work.
Stay relevant in a rapidly changing world.
It’s a mindset shift, but one that pays dividends—both for you and your organization.
So, what outcomes will you focus on today? Let’s rethink how we define and deliver value.
