Introduction

Mediocre leaders focus on outputs, good leaders focus on outcomes, but great leaders, the truly transformative visionaries, prioritize inputs.

I ask you to rethink the common modern managerial mindset, where results, metrics, and end-products dominate. An ancient verse from the book Bhagavad Gita, coupled with time-honored wisdom across cultures, reveals a deeper truth: the roots of lasting success and ethical leadership lie not in the fruits of our labor, but in the quality and integrity of our actions.

Rethinking Leadership Metrics

In a business culture obsessed with objectives and key results (OKRs), metrics and key performance indicators, it’s easy to get lost in a sea of outcomes and outputs. But here lies the paradox: by overemphasizing results, we may inadvertently nurture an environment where the means to achieve these ends become secondary. This is where the concept of ‘garbage in, garbage out‘ becomes crucial. It’s a simple yet profound principle often used in computer science and data analysis, implying that poor quality input will always result in poor quality output. Applying this to leadership, if the focus is solely on outcomes, without considering the quality of inputs (actions, strategies, ethics), the long-term sustainability of the results is questionable.

Understanding the Gita’s Wisdom

कर्मण्येवाधिकारस्ते मा फलेषु कदाचन।
> मा कर्मफलहेतुर्भूर्मा ते सङ्गोऽस्त्वकर्मणि॥

– श्रीमद् भगवद् गीता २-४७

You have a right to perform your prescribed duties, but you are not entitled to the fruits of your actions.

– The Bhagavad Gita, chapter 2, verse 47

This verse serves as a guiding light in this context. It urges leaders to focus on their actions – the inputs – detached from the fixation on results. This philosophy fosters a deeper sense of purpose and responsibility, emphasizing the process and the integrity of actions over the allure of outcomes.

“This Bhagavad Gita Lesson Will Change Your Life – Karmanye Vadhikaraste” – In this short video Navin Kabra explains how focusing on actions rather than results leads to better outcomes in work and life. (Video credit: Navin Kabra, Future IQ YouTube channel)

The above insightful YouTube short video by Navin Kabra on his Future IQ YouTube channel beautifully complements the core message of this blog post. Kabra explores the profound wisdom of the Bhagavad Gita through the famous verse “Karmanye Vadhikaraste,” which translates to “You have the right to perform your actions, but you are not entitled to the fruits of the actions.” This ancient teaching aligns perfectly with our discussion on prioritizing inputs over outcomes. It emphasizes the importance of focusing on our actions and efforts (inputs) rather than being overly attached to results (outcomes). By incorporating this perspective, we reinforce the idea that great leaders should concentrate on creating the right environment, processes, and mindset, trusting that positive outcomes will naturally follow from well-executed inputs.

If you liked the above short video, below is a 9 minute video also from Navin, expanding on the topic.

“This Bhagavad Gita Lesson Will Change Your Life – Karmanye Vadhikaraste” – In this longer video Navin Kabra explains how focusing on actions rather than results leads to better outcomes in work and life. (Video credit: Navin Kabra, Future IQ YouTube channel)

Historical and Contemporary Echoes

This input-focused approach is not a solitary voice in the wilderness. It resonates deeply with the Stoic philosophy, as espoused by figures like Marcus Aurelius and Seneca, who emphasized the importance of focusing on what we can control — primarily our actions and reactions. Marcus Aurelius, in his “Meditations”, underscores the value of focusing on personal virtues and actions rather than external rewards or recognition. He writes, “Just that you do the right thing. The rest doesn’t matter” (Aurelius, “Meditations,” Book 9, Section 6). This Stoic principle reinforces the Gita’s emphasis on action over attachment to outcomes.

Similarly, Seneca, in his “Letters from a Stoic,” discusses the virtue of focusing on one’s own duties and actions, irrespective of external success or failure. He states, “True happiness is… to enjoy the present, without anxious dependence upon the future” (Seneca, “Letters from a Stoic,” Letter 15). This aligns with the Gita’s teachings about detachment from the fruits of one’s actions.

In the modern era, thought leaders like Simon Sinek take a similar stance, advocating for a focus on the ‘why’ behind actions. In his book “Start With Why,” Sinek argues that understanding the purpose behind our actions is crucial for inspiring and effective leadership. He states, “People don’t buy what you do; they buy why you do it” (Sinek, “Start With Why”). This perspective encourages leaders to build a foundation based on strong values and ethical actions, which, in turn, leads to more sustainable and meaningful outcomes.

Research in behavioral psychology and cognitive science supports this focus on inputs. Studies suggest that when individuals concentrate on the process and intrinsic motivations of their actions, rather than extrinsic rewards, they are more likely to engage in creative problem-solving and maintain long-term motivation (Deci, Ryan, “The Handbook of Self-Determination Research”).

By integrating these philosophical and modern insights with the teachings of the Bhagavad Gita, leaders today can create a more holistic and ethically grounded approach to leadership — one that prioritizes the quality of inputs over the allure of outcomes.

The Practicality of Input-Focused Leadership

When leaders shift their focus to inputs, they invest in the building blocks of success. This includes nurturing talent, fostering innovation, and creating a culture of ethical practices. Such an environment encourages risk-taking and creativity, as it values the effort and learning process over mere results. This approach can lead to more innovative solutions and a more committed workforce, as employees feel valued for their contributions beyond just the final output.

Case Studies and Examples

Consider companies like Pixar and Patagonia, where the emphasis on creative processes and ethical business practices has led to groundbreaking success. Pixar, renowned for its innovative culture, attributes its success to a focus on creative processes and employee input. Ed Catmull, a co-founder of Pixar, emphasizes in his book “Creativity, Inc.” the importance of creating an environment where creativity flourishes and where people feel free to contribute ideas (Catmull, “Creativity, Inc.”). This approach has led Pixar to produce some of the most successful animated films in history, by prioritizing creative input and employee engagement over immediate output and financial outcomes.

Similarly, Patagonia’s focus on sustainability and ethical practices has not only contributed to its brand identity but also to its business success. The company’s commitment to environmental stewardship and ethical supply chains, as detailed in Yvon Chouinard’s book “Let My People Go Surfing,” demonstrates how focusing on these inputs has helped build a loyal customer base and a strong brand (Chouinard, “Let My People Go Surfing”). Their approach underlines how input-focused strategies like ethical sourcing and environmental consciousness can lead to successful outcomes.

In another example, the Danish company LEGO has shown how focusing on inputs, specifically innovation in product design and customer engagement, can revitalize a brand. LEGO’s remarkable turnaround, as discussed in David C. Robertson’s book “Brick by Brick,” was achieved by prioritizing innovation and customer-centric design, demonstrating the power of focusing on quality inputs (Robertson, “Brick by Brick”).

These case studies exemplify the principle that focusing on quality inputs — whether in creativity, employee well-being, sustainable practices, or customer engagement — leads to outputs that are not just successful in the traditional sense, but also sustainable and ethically sound.

Leadership Lessons from Bill Walsh, Legendary NFL Coach

My friend and former colleague, Volod , pointed out a parallel to this concept in the world of sports from the book “ The Score Takes Care of Itself: My Philosophy of Leadership ” about Bill Walsh, the legendary coach who transformed the San Francisco 49ers from a struggling team into a dynasty. Walsh’s philosophy aligns perfectly with the idea of prioritizing inputs over outcomes. Instead of focusing solely on winning games (the outcome), Walsh emphasized creating a culture of excellence and attention to detail in every aspect of the team’s operations (the inputs). He believed that if the team focused on doing things the right way — from how players practiced to how they conducted themselves off the field — the wins would naturally follow. This approach in a high-stakes environment like the NFL underscores the universal applicability of prioritizing inputs. Whether in business, sports, or any other field, focusing on the quality of our actions and processes rather than just the end results can lead to sustainable success.

Implementing an Input-Focused Strategy

For leaders aiming to adopt this philosophy, the first step is to redefine what success looks like within their organizations. It involves setting clear values and expectations that prioritize the quality of effort, the ethical dimensions of actions, and the processes employed. Regularly acknowledging and rewarding these inputs reinforces a culture that values them. Leaders must also be vigilant against the ‘garbage in, garbage out‘ pitfall, ensuring that the inputs at every level are of the highest quality and integrity.

1. Defining Clear Values, Ethics, and Principles: Leaders should articulate and embody the values that underscore their organization’s mission. This might involve integrating ethical guidelines into every aspect of business practice, as seen in the approach of companies like Salesforce, which emphasizes the importance of values like trust, customer success, innovation, and equality (Benioff, “Trailblazer: The Power of Business as the Greatest Platform for Change”). Values are not limited to organizations. People should articulate their values too. I shared mine in my blog post titled “ My Personal and Professional Values: Keys to Collaborative Success “
2. Encouraging a Culture of Feedback and Learning: Organizations should cultivate an environment where feedback is frequent, constructive, and geared towards growth. This aligns with Google’s Project Aristotle, which found that psychological safety, more than anything else, was critical to making a team work (Duhigg, “The New York Times Magazine,” 2016).
3. Prioritizing Process Over Immediate Results: Emphasizing process over short-term results can be key. This approach is exemplified by the Agile methodology in software development, which focuses on iterative processes and constant improvement (Sutherland, “Scrum: The Art of Doing Twice the Work in Half the Time”).
4. Investing in Employee Development and Well-being: Leaders should focus on nurturing talent and fostering a supportive work environment. This is evident in the practices of companies like SAS Institute, which consistently ranks high in employee satisfaction due to its focus on employee well-being and development (Goodnight, “Fast Company,” 2013).
5. Utilizing Technology and Data Ethically: In the age of big data and AI, using technology ethically and responsibly becomes a significant input. Leaders must ensure that their use of technology aligns with their core values and serves the greater good, as discussed in O’Neil’s “Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy.”

By integrating these strategies, leaders can effectively implement an input-focused approach, leading to a culture of sustainable success and ethical business practices.

Culture eats strategy for breakfast

– Peter Drucker

Conclusion

In a world where the ends often justify the means, it’s time for a paradigm shift. Great leadership is rooted in the quality of inputs – the actions, decisions, and values we bring to our daily professional lives. By focusing on these, leaders can build organizations that are not just successful in the traditional sense, but also sustainable, ethical, and truly innovative. The Bhagavad Gita’s ancient wisdom, along with lessons from both historical and contemporary thought leaders, underscores this truth: in the end, it is the inputs that define our journey and, ultimately, our destination.

Further Reading

Building upon the framework established in my 2018 blog post, ‘ Activities, Outputs, and Outcomes — A Framework for Your Job ‘ (which remains one of the most-read pieces on my blog), this discussion takes a step further back in the process of leadership and management. In the earlier post, I explored the distinctions between activities, outputs, and outcomes, providing a structured approach to understanding the different layers of work and their impact. The current conversation, however, delves deeper into the philosophical and practical underpinnings of leadership, focusing on the ‘inputs’ – the actions, decisions, and values that precede activities. This perspective not only complements but also enriches the framework by emphasizing the foundational aspects of leadership that ultimately shape the activities, outputs, and outcomes. For those interested in a comprehensive understanding of this leadership journey, reading both posts provides a holistic view of how each layer interconnects and contributes to the making of a great leader. Explore the earlier post here to see how these concepts intertwine.

References

1. The Bhagavad Gita
2. Marcus Aurelius, “ Meditations. “
3. Seneca, “ Letters from a Stoic. “
4. Simon Sinek, “ Start With Why. “
5. Deci, E.L., & Ryan, R.M. (Eds.). (2002). “ The Handbook of Self-Determination Research .” University of Rochester Press.
6. Catmull, Ed. “ Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. ” Random House, 2014.
7. Chouinard, Yvon. “ Let My People Go Surfing: The Education of a Reluctant Businessman. ” Penguin Books, 2006.
8. Robertson, David C. “ Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry. ” Crown Business, 2013.
9. Benioff, Marc. “ Trailblazer: The Power of Business as the Greatest Platform for Change. ” Currency, 2019.
10. Duhigg, Charles. “ What Google Learned From Its Quest to Build the Perfect Team. ” The New York Times Magazine, 2016.
11. Sutherland, Jeff. “Scrum: The Art of Doing Twice the Work in Half the Time. ” Crown Business, 2014.
12. Goodnight, Jim. “ How SAS Became The World’s Best Place To Work. ” Fast Company 01-22-13.
13. O’Neil, Cathy. “ Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy. ” Crown, 2016.
14. Walsh, Bill; Jamison, Steve; & Walsh, Craig. “ The Score Takes Care of Itself: My Philosophy of Leadership .” Portfolio, 2010