Process? I Don’t Follow Process…(Except When I Do)
(TL;DR): Many say they hate "process," but spoiler: they follow one anyway.
Them: "I hate process.” (see also: “Ugh, I don’t follow process”).
Me: "So, how do you deliver results and engage your team?"
Them: "Well, first, I set up a few one-on-ones…then I use a project tracker, and then I do…"
Me: "So that’s your…process?"
Them: "…"
Me: "..."
The “I Hate Process” Paradox
Many people in corporate environments, especially in publicly traded companies, love to claim they "hate process." Yet, here’s the paradox: those same companies rely on carefully crafted systems and frameworks to function. And the people who say they reject process? They’re often following one, whether they admit it or not.
At its core, “process” is simply a structured way of getting things done. Sure, it can come in different flavors—some loose and agile, others rigorous and controlled. But let’s face it: if you’re setting up one-on-ones, managing a project tracker, or keeping a list of goals, you’re using a process.
In other words, process doesn’t make you a robot. It makes you effective.
Process: The Misunderstood Tool
Why does process get such a bad rap? Part of it is the word itself. “Process” sounds rigid, heavy, and maybe even bureaucratic. For some, “process” suggests rules that stifle creativity, a notion backed by Process Loss Theory in team dynamics, which suggests that teams can suffer from too much structure (Steiner, 1972). But this doesn’t mean process is inherently bad; it means it must be balanced and adapted to the team’s needs.
The key is understanding that a well-designed process doesn’t restrict—it enables. It provides guardrails so your team can move faster without reinventing the wheel every time. Studies on team effectiveness have shown that teams with clear, well-communicated processes perform better, engage more, and are often more creative because they’re not bogged down in chaos (Hackman, 2002).
"You do not rise to the level of your goals; you fall to the level of your systems." — James Clear
Why Great Leaders Embrace Process (Even if They Don’t Admit It)
For new team leaders, embracing a structured approach—call it process, framework, or system—is one of the most effective ways to manage team dynamics and keep things running smoothly. Here’s why:
Consistency: Process provides a consistent way of working, which is crucial for large, complex organizations. When your team knows the basic playbook, they can focus more on problem-solving and less on figuring out how to work together each time.
Transparency: Process, at its best, brings clarity. When everyone knows the system, there’s less room for confusion and fewer opportunities for things to slip through the cracks. Consistent, yet simple, visual management tools provide a framework where everyone can see the status of work and hold each other accountable to value-added outcomes.
Engagement: A well-structured process can improve engagement. Psychological research on team dynamics indicates that team members feel more engaged and supported when they understand the “how” as well as the “what” (Salas et al., 2005). Process gives them a roadmap to follow, which boosts confidence and trust in the team.
Speed and Agility: Ironically, a good process can make teams more agile, not less. The right process eliminates friction, like excessive back-and-forth communication or unclear goals. This doesn’t mean every decision needs a checklist, but guardrails mean that team members know the boundaries and can focus on moving forward instead of constantly recalibrating.
Key Reference: Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a “big five” in teamwork? Small Group Research, 36(5), 555-599.
A Rebel with a Process
Let’s call it what it is—when people say they hate process, what they’re really saying is, “I like to feel like a rebel.” Process, in their mind, symbolizes corporate conformity, while going “rogue” feels more dynamic, spontaneous, and creative. But here’s the thing: even rebels have processes—they’re just hidden behind a bit of bluster.
Take any successful leader who claims to “just wing it.” Dig a little deeper, and you’ll find that they have a few reliable systems in place. Maybe it’s the way they prep for a weekly check-in, or how they approach feedback with their team. These informal practices, while not necessarily written down, are still processes—they’re just wearing a leather jacket.
Embracing Process as a Path to Success
For new leaders, the takeaway is simple: process isn’t the enemy. As James Clear said, "You do not rise to the level of your goals; you fall to the level of your systems." In other words, no matter how ambitious your objectives are, without effective processes in place, achieving them becomes a matter of chance rather than strategy.
Here are a few ways to make process work with you instead of against you:
Design Adaptability from the Start (Premortem): Instead of seeing the process as a rigid framework, approach it like scaffolding that can be built up or scaled back as needed. Design “triggers for change” or “checks and balances” up front (post-mortems are a great tool) so that when team dynamics change or new goals emerge, you can tweak the process to stay relevant.
Communicate the Why: Don’t just roll out a process or system and expect instant buy-in. Explain why the process exists and how it benefits the team. People are more likely to engage when they understand that it’s there to help them, not control them.
Co-create and Iterate (Postmortem): Processes don’t have to be top-down. Invite your team to help shape the way you work together. This approach fosters ownership and ensures that the process serves everyone’s needs. Critically, regularly audit your processes and operating rhythms; if they’re no longer working for you, stop them, postmortem, and adjust.
(For more tools and step-by-step instructions on how to create repeatable frameworks that work best for you and your team, check out our book Big Things F@$t).
Final Thought: Process Isn’t a Four-Letter Word
In the end, process is just a structured way to keep the train on the tracks. It doesn’t mean you’re squashing innovation or forcing everyone into a box. It means you’re building a foundation that frees your team to focus on the work that creates value for everyone on the team.
So next time someone says they “don’t follow process,” smile. Then ask them how they keep things on track. Odds are, they’ve got a process of their own—they’re just calling it something else.
References:
Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Harvard Business Press.
Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a “big five” in teamwork? Small Group Research, 36(5), 555-599.
Steiner, I. D. (1972). Group process and productivity. Academic Press.
Call to Action
Take a look at your team’s approach. Are you embracing a flexible, transparent process that helps everyone perform at their best? Remember, process isn’t about restriction—it’s about freeing your team to deliver…
Simple, not easy.
Discipline is the key to freedom.