{"id":8726,"date":"2019-11-05T11:27:06","date_gmt":"2019-11-05T11:27:06","guid":{"rendered":"https:\/\/staging-mondaycomblog.kinsta.cloud\/?p=8726"},"modified":"2024-12-22T10:51:06","modified_gmt":"2024-12-22T10:51:06","slug":"why-great-managers-focus-on-outcomes-not-output","status":"publish","type":"post","link":"https:\/\/monday.com\/blog\/teamwork\/why-great-managers-focus-on-outcomes-not-output\/","title":{"rendered":"Why great managers focus on outcomes, not output"},"content":{"rendered":"

Does your to-do list today give you a full picture of the scope of your job? Does it accurately portray the responsibilities you hold and the impact you have\u2014both on your team and your organization at large?<\/p>\n

Probably not, and that\u2019s okay.<\/p>\n

Your work is more than your to-do list. And so is your team\u2019s.<\/p>\n

But are you treating them like to-do lists or people?<\/p>\n

If you\u2019re following a lot of the basic advice out there about managing and delegating to a team, you might be focusing on output over outcomes. Meaning, that advice often focuses on managing activities, tasks, and to-dos. Single actions like completing a report or designing a draft.<\/p>\n

And while that\u2019s definitely important, and a great place to start delegating, it\u2019s definitely not the place to end your efforts.<\/p>\n

Eventually, as a leader<\/a> you want to move past focusing on output only, to managing outcomes and decisions as well. Let\u2019s talk about how you can do that.<\/p>\n

Get started<\/a><\/p>\n

The difference between output and outcomes<\/h2>\n

So, what\u2019s the difference between these two very similar terms anyway, and how does that impact the way you manage your team?<\/p>\n

In short, outputs are the \u201cwhat,\u201d the actions and activities you do, where outcomes are the \u201cwhy,\u201d the reason you do those activities. As leadership consultant Ashley Cox<\/a> describes it, \u201cI see outputs as the hard numbers, data, and metrics of doing business, while outcomes are the intangible results and human aspects.\u201d<\/p>\n

Outcomes will encompass the greater impact your team has on your company, customers, and mission. The results tied to why your company or department exists. In other words, outcomes are a pretty big deal.<\/p>\n

But they\u2019d never happen without output.<\/p>\n

For example, customer relationships are crucial in lots of ecommerce<\/a> and retail businesses that rely on repeat customers.<\/p>\n

The day-to-day output of that company\u2019s marketing team is things like advertising graphics, email copy, and other deliverables or pieces of collateral. It\u2019s not necessarily connected to the company\u2019s mission of creating relationships. But managed and completed well, the outcome of that output is a marketing campaign that creates a new number of customer relationships and sales.<\/p>\n

With both terms, you\u2019re looking at the same picture from different distances. Outcomes are the big picture, zoomed out view where output is the close-up view that lets you see the individual pixels or paint strokes, the components that make up the whole.<\/p>\n

\"\"<\/p>\n

Why you should manage outcomes in addition to outputs<\/h2>\n

Good leaders manage their team\u2019s output, but great ones connect it to desired outcomes as well.<\/p>\n

Essentially, introducing outcomes to your management can help provide direction, motivation, and clarity for your team. This all works together to improve both team satisfaction and productivity<\/a> in a wonderful win\/win scenario.<\/p>\n

Purely delegating output and handing off tasks is a disconnected way to work with your team, both interpersonally and strategically.<\/p>\n

\u201cBy shifting our focus to outcomes instead,\u201d Ashley explained, \u201cwe open ourselves up to connect better with our teams, assess what we’re doing well and where we’re falling short, and have the opportunity to learn and grow together.\u201d<\/p>\n

And why does that matter? She added, \u201cWhen our teams feel more connected, they’re more engaged in their work. When they’re more engaged, they give you effort above and beyond what is expected. And when you have your team’s full effort, you will not only achieve the goals you’ve set forth, but you can blow them out of the water.\u201d<\/p>\n

In addition to helping your employee engagement and motivation, it can also help keep your work on track by forcing you to connect your output to a bigger business goal. It\u2019s all too easy to be so focused on output that you forget to pause and consider its effectiveness, an essential moment of reflection to Ashley: \u201cWhen we focus purely on managing outputs as leaders, we deny ourselves the most essential part of a successful business – the human element.\u201d<\/p>\n

You can accomplish a lot, but human thought and judgement is required to ensure your accomplishments are serving a bigger purpose.<\/a><\/p>\n

How to start measuring outcomes in addition to outputs<\/h2>\n

Like I said earlier, perfectly good management advice often focuses on managing outputs. This is because they are important. After all, they\u2019re how the outcomes are achieved. But when you\u2019re looking to level up your leadership skills, and your team\u2019s engagement, it\u2019s important to look beyond those daily tasks and outputs.<\/p>\n

When that happens, it\u2019s important to transition strategically so that as you and your team<\/a> don\u2019t lose sight of your short-term routines as you start looking at big picture outcomes more frequently.<\/p>\n

Get started<\/a><\/p>\n

Here are a few tips for leading that shift:<\/p>\n

1. Lead with transparency and purpose<\/h3>\n

When you first start drawing your team\u2019s focus to outcomes, let them know why. Include them in the process of mapping outputs to outcomes and explain the purpose of the project.<\/p>\n

One of the big benefits of focusing on outcomes over output is that it lets employees feel more connected to the company, its results, and its mission. But only when they\u2019re fully included in the process. So the sooner you loop them in, the better.<\/p>\n

2. Start with setting goals<\/h3>\n

Team goal-setting<\/a> is a great exercise to start this new management outlook with. During goal-setting conversations, you\u2019re forced to consider both your teams\u2019 responsibilities and activities, as well as the bigger goals they contribute to.<\/p>\n

If you aren\u2019t sure about how to lead your team\u2019s goal-setting, thankfully there are several frameworks you can lean on for help. Many of the popular goal-setting methods, like OKRs<\/a> and S.M.A.R.T. goals<\/a>, ask you to connect outcomes and output.<\/p>\n

For example, OKR exercises ask you to tie outcomes like big picture business objectives to tangible, output-driven results. Going through them, you\u2019ll \u201ctranslate\u201d each bigger outcome into what output is required for it, instead of looking at output alone.<\/p>\n

This doesn\u2019t need to be an elaborate teamwide activity completed at an offsite retreat, either. Goal-setting can simply be another conversation had during your employees\u2019 regular performance reviews<\/a>.<\/p>\n

3. Choose quantitative metrics to track<\/h3>\n

A key part of connecting outputs to bigger outcomes is being able to see results. This isn\u2019t always possible from day to day. Either you\u2019re handling a larger project where small progress isn\u2019t immediately noticeable, or the impact your team is having isn\u2019t a tangible thing that can be seen, like in the case of many knowledge workers.<\/p>\n

Finding quantitative metrics to represent the outcomes you\u2019re working towards makes progress more noticeable, making it easier to keep your team motivated.<\/p>\n

For example, a sales team will want to track outcome-focused metrics like hitting sales goals and revenue earned. But those goals don\u2019t happen in a vacuum. To make sure they happen and keep your team on track along the way, tracking output towards them can help visualize progress. In an area like customer support, where success is less directly tied to dollars, consider output-focused metrics like improvements in customer wait times to work towards your larger outcomes of improving customer satisfaction and growing your brand reputation..<\/p>\n

4. Review progress regularly<\/h3>\n

Finally, be sure that both you and your employees are reviewing results regularly, ideally together.<\/p>\n

We\u2019ve already mentioned performance reviews. Those are a perfect opportunity to discuss long-term outcomes with your team members one-on-one. To ensure employees don\u2019t get too bogged down in outputs, you can use reviews to set and check in on individual goals, as well as how the employee\u2019s role ties into the bigger company\u2019s picture.<\/p>\n

In addition to reviews, you should be checking in at least weekly with your team outside of that. This is your chance to review team progress towards bigger outcomes, outside of your existing stand-ups or scrum meetings for discussing output..<\/p>\n

Both outcomes and outputs can easily be forgotten if you don\u2019t check in on them often, let alone pair them together to ensure your team\u2019s work has purpose. But with regular reviews, it\u2019s build into your schedule.<\/p>\n

Get started<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Does your to-do list today give you a full picture of the scope of your job? Does it accurately portray the responsibilities you hold and the impact you have\u2014both on your team and your organization at large? Probably not, and that\u2019s okay. Your work is more than your to-do list. …<\/p>\n","protected":false},"author":14,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_title":"Focus on Outcomes, Not Output | monday.com Blog","_yoast_wpseo_metadesc":"Learn why successful managers are progressively shifting towards being more outcome oriented, and see how our tools can help achieve this trending 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