Constrain the "why"

You have choices when you measure or define success for your team.

1. You can place constraints around the inputs.

And define expectations about what items people can put into the process. Time, money, keystrokes, or attention.

2. You can place constraints around the outputs.

And define expectations about what should come out of the process. Code, reports, models, or documentation.

3. Or you can place constraints around the outcomes.

And define expectations about what end results should come from the process. Revenue, customer satisfaction, market capture, or student retention.

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The first two will give your team very restricted marching orders for their activities. But it will also produce a wide array of outcomes.

The third will give your team a wide berth of freedom and creativity in their activities. And it has the best chance of producing the outcome you want.

The first two will lead to burnout, budget cuts, and disappointed stakeholders.

The third infuses energy and innovation into the team. Consequentially, it also produces the most satisfied stakeholders.

Constrain the “why”.

Leave the “what” and “how” wide open.

Sawyer

from The Data Shop