Process vs. Action: Diagnosing a Common Leadership Imbalance
How overused strengths derail performance, and what to do instead
In quadrant-based leadership models leaders are often evaluated across four dimensions: Action, Process, People, and Idea. Two of the most tension-filled axes are Process vs. Action and People vs. Ideas. This post focuses on the first, “how leaders approach and pace work” and why over-indexing on either side can stall progress.
The Process vs. Action Axis
Some leaders are praised for being methodical, structured, and organized. Others are celebrated for being fast, decisive, and results-driven. But when these strengths are overused, they become liabilities.
We will explore both ends of the spectrum and how to find a more balanced, adaptive approach.
The High-Process Leader: When Structure Becomes a Crutch
Being organized and plan-driven is valuable, until it becomes rigid. Leaders who over-rely on process may:
Resist change or ambiguity
Struggle to adapt to shifting priorities
Miss emerging risks or opportunities
Cling to “the way we’ve always done it”
Lose momentum when plans go off track
Reject feedback or alternate approaches
Source: For Your Improvement, Lombardo & Eichinger
Metaphor: Like lemmings, these leaders may follow the plan off a cliff, prioritizing structure over outcomes.
The High-Action Leader: When Speed Undermines Strategy
Action-oriented leaders bring energy and momentum, but unchecked, they can create chaos. Overused behaviors include:
Jumping to solutions without analysis
Prioritizing speed over readiness
Choosing novelty over strategic fit
Making decisions without data
Offering vague direction
Ignoring precedent or stakeholder input
Source: For Your Improvement, Lombardo & Eichinger
Metaphor: Like a tornado, they generate movement but not always progress.
The Strength Paradox: “I’m Right, You’re Wrong”
In many organizations, strengths are rewarded without context. This creates friction between teams with opposing styles: think sales vs. operations or marketing vs. finance. Each side sees the other as “wrong,” rather than recognizing the value of their complementary perspectives.
Result: Misalignment, missed opportunities, and stalled growth.
From Conflict to Collaboration
You’ve heard the buzzwords: win-win, mutuality, active listening. But real collaboration requires discomfort. It means:
Acknowledging that your “nemesis” might be right
Listening to understand, not just to respond
Valuing both speed and structure, chaos and control
Co-creating solutions that honor both needs
With empathy, curiosity, and a little “useful storming,” teams can move from opposition to alignment.
Leading from the Center: A Quadrant-Based Approach
The most effective leaders don’t default to one side of the Process vs. Action axis. They diagnose their own tendencies and adjust behavior based on context.
At Growth Spectrum, we use the Unified Leadership Model to guide this development:
The Foundation (Why): Understand your behavioral defaults
The Fuel (What): Identify what energizes and drives you
The Blueprint (How): Recognize your impact on others and adapt
This model helps leaders move from self-awareness to relationship management, building the execution bridges that turn vision into reality.
Ready to Rebalance?
If you’re ready to move beyond lemming logic or tornado tactics, we can help.
Contact us to start the conversation
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