--- title: "Newsletter - \"Inputs and Outcomes\" by Tim McCarthy" description: "Newsletter - \"Inputs and Outcomes\" by Tim McCarthy" --- [![Main-Logo-01-1](https://blog.thebusinessofgood.org/hs-fs/hubfs/Imported_Blog_Media/Main-Logo-01-1.png?width=250&height=43&name=Main-Logo-01-1.png "Main-Logo-01-1")](https://www.thebusinessofgood.org) # Tim McCarthy and the Business of Good ## [Newsletter - "Inputs and Outcomes" by Tim McCarthy](https://blog.thebusinessofgood.org/articles/newsletter-inputs-and-outcomes-by-tim-mccarthy) ** Jun 26, 2016 11:45:00 AM / by [Tim McCarthy](https://blog.thebusinessofgood.org/author/tim-mccarthy) One of the guys I respect most, David Camiener, has taught me a lot since we met in a peer group (Vistage) in 1995. I’m still learning one of the best lessons ever. “Focus on outcomes”, says David and our Chair, Brad Roller. “Outcomes are the only thing you should measure and control. If instead you focus on the inputs, either your grip on your team is too tight or you are an enabler.” Here’s why that might resonate with readers as it does with me. When managing and leading others, outcomes (expectations) must be made clear without equivocation. Inputs on the other hand should be entirely in the hands of the player, not the coach. So why do we spend so much of our time discussing inputs rather than outcomes with our team? I think there are many understandable yet unacceptable reasons. 1. Delegation is very difficult to master. It’s a talent that can only be learned. Our natural tendencies are to do, not to delegate.  2. Since every person’s response to accountability is different, delegation is equal parts art and science. Thinks of the parallel to parenting more than one child. What motivates one child has little or no effect on another.  3. Accountability restricts freedom. Employees, children…we all resist it. The most difficult part for me, an enabler by nature has always been when I engage in the inputs. It often sounds something like this: Me: “How did we do on our sales goal last month?” They: “We were way short because we are getting bad leads from lead generation.” Me: “Damn, I’ve been meaning to talk to them about that.” This is a bit oversimplified but I can’t tell you how many times that I allow a team member to engage me in inputs when I’m looking for a report on outcomes. Does that sound familiar to you? I remember having my kids tell me they didn’t do their homework because they’d been too busy doing a job for their Mom and I’d ask Alice about it. How stupid is that? But I couldn’t fire my kids or Alice any more than I want to fire employees (or myself) so I had to learn to focus solely on outcomes. Agree upon expectations before-hand and decide together reasonable timing for my expectations and then simply hold them to it. When outcomes are not met, I simply must re-set the expectations and coach (not fix) any challenges my teammate might be having. Most of all, stick with my responsibility – which is managing the outcomes, not the inputs. Imagine a professional player telling their coach they’ve confronted a problem that keeps them from hitting the ball and having the manager say, “okay, I’ll hit it for you today.” Right, silly thought, and yet that is essentially what we often do. David as usual is right. Managing inputs is an enslaving business. Managing outcomes is freedom. 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