I find myself in working with executives debating whether prioritizing results or activities is the best approach to building a healthy organizational culture. The activities approach is more directive and seeks to define what things should be done well that will give the greatest return. When you use results as the most important metic, you are choosing delegation that seeks to empower your team to create the best process. This HBR post is a great read:
“Here’s the dilemma: In a competitive, complex, and volatile business environment, companies need more from their employees than ever. But the same forces rocking businesses are also overwhelming employees, driving up their fear, and compromising their capacity.
It’s no wonder that so many C-Suite leaders are focused on how to build higher performance cultures. The irony, we’ve found, is that building a culture focused on performance may not be the best, healthiest, or most sustainable way to fuel results.”