In our hyper-connected, data-driven world, we are often obsessed with the “what.” What are the quarterly numbers? What is the growth percentage? What is the final NPS score? We treat these outcomes like the destination on a GPS, often forgetting that the GPS only works if we actually put the car in gear and drive. We tend to focus so intensely on the finish line that we trip over the hurdles right in front of us.
This week, I want to explore a quote from Mike Hawkins that serves as a vital gut-check for every leader:
“You don’t get results by focusing on results. You get results by focusing on the actions that produce results.” — Mike Hawkins
The Logic of the Lead Measure
In leadership, results are “lag measures.” They tell you what has already happened—they are the scoreboard at the end of the game. By the time you see a missed target or a stalled project, the time to influence it has already passed. You cannot “manage” a lag measure; you can only acknowledge it.
True leadership happens in the “lead measures.” These are the specific, high-leverage, and controllable actions that predict the result. Lead measures are often harder to track than results because they require discipline and visibility into the daily “grind,” but they are the only levers a leader can actually pull. When you stop obsessing over the outcome and start obsessing over the input, you move from a reactive state to a proactive one.
Five Practices for Growth-Minded Teams
To put this into practice, we must redefine what we are measuring. Here are five ways to shift the focus from the scoreboard to the play:
- From “Hit the Sales Goal” to “Master the Discovery”: A leader who only asks “Where is the revenue?” creates anxiety. A leader who asks “How are we refining our discovery calls to better understand client pain points?” creates a strategy. By focusing on the quality of the interaction, the revenue becomes a natural byproduct.
- From “Improve Retention” to “Invest in One-on-Ones”: If you want to keep your best talent, don’t just look at turnover stats. Focus on the action: the weekly, intentional check-in where you ask your team what they need to thrive.
- From “Launch the Product” to “Pressure-Test the API”: Especially in tech and unified commerce, the result is a successful launch. But that only happens if the leadership focus remains on the iterative actions—testing, feedback loops, and strategic pivots—rather than just the deadline on the calendar.
- From “Achieving Innovation” to “Rewarding Intelligent Failure”: You don’t get innovation by demanding it; you get it by creating the action of experimentation. When leaders focus on the action of sharing “lessons learned” from trials rather than just the final success, they build a pipeline of breakthrough ideas.
- From “Building a Vision” to “Consistent Transparency”: A vision is just a result of clear communication. Instead of focusing on whether everyone “gets it,” focus on the action of radical transparency. By sharing the “why” behind every “what” consistently, you produce the result of a highly aligned, autonomous team.
Personal Reflection: Moving the Needle
When I reflect on my own journey, particularly during high-stakes projects or career transitions, I’ve found that focusing on the “big result” can actually be paralyzing. It’s easy to feel overwhelmed by the scale of a goal.
I’ve learned that the most effective way to manage that pressure is to shrink the focus. I ask myself: What is the one action I can take today that makes this result more likely? This shift from “winning” to “operating” changes the energy of the room. It moves the team from a state of worry to a state of agency. It reminds me that while I cannot always control the outcome, I have absolute authority over the effort and the excellence I bring to the actions.
Don’t let the weight of your goals distract you from the work required to achieve them. This week, take your eyes off the scoreboard for a moment and look at the play. Are your actions aligned with your ambitions? If the results aren’t appearing, don’t just stare at the numbers—change the actions.
Book Recommendation
“Atomic Habits” by James Clear I recommend this because it is the definitive manual for the Hawkins philosophy. Clear demonstrates how small, almost imperceptible actions (the “atoms”) build the systems that eventually lead to massive results. It’s a must-read for any leader who wants to stop chasing outcomes and start building the habits that guarantee them.
Keep focusing on the work that matters.