The Mindset Shift Every Communicator Needs

“Don’t be results-oriented.”

If you’re a poker player, you’ve probably heard this phrase before. It’s spoken at almost every table and discussed constantly in forums. It reminds us that, when facing uncertainty, obsessing over short-term results hurts our long-term strategy. A lesson to live by.

Yet, in the realm of communications, uttering it feels like blasphemy.

Results-oriented thinking is the norm in the comms industry. It makes sense why: leaders, boards, and clients demand frequent proof of success. Either demonstrate value, or die on the vine. No wonder many PR pros assume results are the ultimate measure of strategy.

But that’s a serious mistake. In reality, results-oriented thinking is quietly killing your results.

A Common Misconception

To be clear, I’m not saying that results are meaningless or that they don’t matter. On the contrary, they’re essential to the success of any advocacy campaign.

The trap is assuming that favorable outcomes prove a good strategy—or that poor results indicate a strategic blunder. Outcomes aren’t the issue; mindset is.

So, why can’t we draw a straight line from results back to strategy? Simply put: variance.

Variance: The Fog of War

Variance is the gap between making the right decision and getting the right result. In poker, you can play a hand perfectly, get your chips in as an 80% favorite, and still lose. It stings, but it doesn’t mean your strategy was wrong.

That’s where results-oriented thinking will lead you astray—it has a massive blind spot for variance. A lucky river card can reward a terrible decision, leading you to repeat mistakes, whereas an unlucky card can punish a good play, tempting you to abandon a winning strategy.

With so many variables in play—so much fog of war—short-term results are usually noise, not proof.

The comms industry works much in the same way. As communicators, influence is our trade. We nudge others toward our perspective, but we can’t compel them. Far too many factors are beyond our control.

You can write a perfectly tailored pitch, only for it to get lost in a reporter’s inbox. You can craft a meticulous crisis plan, only to be blindsided by breaking news you couldn’t possibly foresee.

That’s variance—and it comes with the territory. The danger arises when communicators let those short-term outcomes dictate their choices. Chase quick wins, pursue mere vanity metrics, or overreact to a single setback, and you’ll compound mistakes.

Don’t mistake variance for incompetence.

Process is the True Measure of Success

Poker has taught me that while your results may vary, your process shouldn’t. Regardless of the individual outcome, what matters is how you arrived at your decision. Was your reasoning sound, your approach disciplined, your process repeatable?

Ask yourself: Did I make the best decision with the information I had at the time? If yes, then stand by your choice, outcome notwithstanding.

This is process-oriented thinking—and it’s how communicators should approach their work.

Of course, this mindset shift is far easier said than done. Our brains are wired to chase certainty and reward. We crave validation that our choices were “right,” and results seem a natural proof.

But winning professionals don’t succeed because they achieve perfect results. They succeed because their decision-making gives them the best chance to win over the long run.

Trust the process, and the results will follow.