When Process Becomes the Problem: Pruning for Productivity and Abundance

At what point does a process impede productivity?

Before we get to that answer…

I should probably start by admitting that I don’t always get this right. In fact, part of the reason I struggle with consistency in writing, posting on LinkedIn, sticking with a hobby, etc. is because I haven’t built a process that truly works for me. My intentions and ideas are there, but without the right structure to support them, the follow-through falters. That’s the thing about process: when it’s off, the outcome usually is too. So I don’t come to this conversation as someone standing above it. I come as someone who’s in it, trying to build systems in my own life that support what I actually want to create.

Ok, back to the post…

I wonder if you’ve ever felt the same tension I have. Watching good ideas fail to launch or lose their luster post-launch, due to poor processes. Processes wield immense power, capable of dictating a business or organization's ability to launch new initiatives, scale operations, and retain talent.

It's also worth noting that robust internal processes for manufacturing or programmatic work often don't extend to the creative, marketing, or technology sectors of a business. This is a significant issue. A truly effective process should fuel the best ideas and swiftly eliminate the poor ones. It should empower teams, fostering confidence and courage to contribute to launches and address specific team needs, knowing the underlying process will consistently support their success. This is the foundation of an abundance framework.

Another perspective: When you’re idea-heavy, but process-light. The processes can’t support the increasing flow of ideas/products/messages that are needed to reach their intended audience, so nothing actually launches.

It’s like Lucy at the end of the chocolate conveyor belt, not able to keep up with the speed! Remember when Lucy memorably says, “I think we’re fighting a losing game!” There’s something to that.

So, I ask again: At what point does a process impede productivity?

Simply put, when it wasn't designed for productivity in the first place.

In our pursuit of “clarity” and “efficiency”, we sometimes construct systems that subtly undermine the very outcomes we aim to achieve. We over-engineer, over-measure, and cling to outdated processes that, while once useful, now hinder speed, agility, and creativity.

Before we realize it, the process itself becomes the problem. So what do we do about it?

Pruning Isn’t a Loss. It’s Leadership.

In Necessary Endings, Dr. Henry Cloud uses the analogy of a garden to illustrate a vital principle: a beautiful garden requires a gardener with a strong pruning hand. This concept extends to both for-profit and non-profit organizations, as well as relationships, emphasizing the necessity of ending things.

Endings are inherently painful, often leading us to avoid them entirely. However, for growth and improvement, certain things must conclude to make way for better outcomes. This is a crucial practice for the flourishing of any team. Dr. Cloud stresses the importance of normalizing necessary endings to overcome our natural inclination for avoidance. By becoming comfortable with the pruning principle, we can learn when and how to apply it effectively in our work. 

He outlines three categories of "Purposeful Pruning."

• Good branches that are not the best ones

• Sick branches that harm the plant and are not getting well

• Dead branches that take energy and space from healthy ones

Take a look at your work processes; what's "good enough," but not really great? What's actually hurting other things that are working well? And don't forget to spot those old, outdated processes that are just sucking the energy out of healthy operations.

Dr. Henry Cloud says,

“You can’t prune toward anything if you don’t know what you want. You have to figure out what you are trying to build and then define what the pruning standards are going to be. That definition and those standards will bring you to the pruning moments, wherein you either own the vision or you don’t.”

Pruning is about protecting what is most alive. It is not reckless or random. It’s intentional subtraction in the service of health and expansion.

Ok, I’ll admit it: lately, I’ve become a bit of a squeaky wheel when it comes to processes, both at work and in my personal life. Much like my five-year-old, I tend to ask “Why?” and then follow it with a few more “whys,” trying to get to the heart of the matter. What’s really behind the process or construct that’s supposed to get us from point A to point B?

Now, being a squeaky wheel doesn’t mean being a whiner or a rebel. It’s not about complaining, nor is it about causing chaos just for the sake of it. There’s a way to have these conversations, to question systems and suggest improvements, without veering into negativity or burning everything down in the name of “disruption”.

My take is that the first step toward thoughtful pruning is to fully behold the rose bush. You have to see it clearly for what it is: where it’s flourishing, where it’s struggling, and where it still longs to grow. This kind of pruning takes empathy, patience, and the courage to observe without rushing in.

It may feel counterintuitive, but pruning isn’t subtraction. It’s long-term multiplication. The effects of that courage often won’t show up right away, but when they do, they reveal a healthier, more beautiful whole.

We don’t prune because we’re giving up. We prune because we believe abundance is possible, and we’re willing to let go of “good enough” to make room for great.

When Scarcity Masquerades as Structure

Scarcity doesn’t always announce itself with a tight budget, negative outlook, or a lack of resources. Sometimes, it shows up in processes that look structured on the outside but are brittle, bloated, or fear-based underneath.

Processes created from a scarcity mindset tend to do three things:

1. Obscure clarity with complexity – adding steps, roles, and layers that make everything harder to navigate.

2. Prioritize control over creativity – turning systems into safety nets instead of launch pads.

3. Create the illusion of progress – where checklists and reports give the impression of movement, even when nothing meaningful is changing.

These systems are often born out of fear. Fear of failure, fear of inefficiency, fear of losing control. Ironically, in trying to protect the mission, they can slowly suffocate it.

And here’s the quiet danger:
A process built to guard against risk can inadvertently start to hinder growth.

Abundance doesn’t bloom in complexity and ambiguity. It takes courage to prune, clarity to focus, and constraint to protect what matters most.

If a process exists just to say we have one, it is likely costing us more than we think — in time, in trust, and in talent.

Efficiency and Abundance Are Not Mutually Exclusive

This is where the tension sits: we often act as if we have to choose between doing things efficiently and living or working abundantly.

But that’s a false choice. Healthy systems don’t choke growth. They sustain it. The goal is not to strip everything to bare minimums in pursuit of “lean.” The goal is to build structures that help people thrive, not just survive.

Let’s define our terms:

Efficiency: The ability to produce desired results with minimal waste of time, resources, or energy.

In an efficient system, people know what’s expected, tools are optimized, and processes are clear. It prioritizes clarity, consistency, and execution. But when efficiency becomes the only aim, it can sacrifice innovation, relationships, and long-term value.

Abundance: The presence of margin, possibility, and generosity - creating space for people, ideas, and growth to flourish.

Abundance isn't about excess. It's about intentionally building for more than just survival. An abundant system protects creativity, encourages trust, and prioritizes purpose alongside performance. It’s the soil where meaningful work can take root.

Efficiency is how we build. Abundance is why we build.
The healthiest systems honor both.

But many organizations unintentionally operate at one extreme or the other. Some optimize for speed and structure but lose their soul along the way. Others overflow with passion and ideas but lack the process to sustain progress.

And I get it — deeply.

For our family, this isn’t just professional. It’s personal. Even generational.

We’re in a season of taking bold, scary, beautiful risks. Not because everything is certain. But because we’re building something better for our daughters. Something stronger than comfort. Something bigger than fear. We’re choosing to pursue dreams we’ve carried quietly for a decade, not just for our sake, but for theirs.

We’re working to break cycles. To rewrite defaults. To show our girls what it looks like to live with intention, not just blind obligation.

That means pruning what no longer serves us. It means letting go of “just enough” to make room for what’s truly possible.

And it means holding onto this conviction: Risk follows abundance.
Scarcity clings. Abundance releases.
Scarcity avoids change. Abundance takes generation-changing risks.

Honestly, that’s what this whole post is really about. It’s not just about productivity. It’s about freedom. It’s about creating systems that make space for the work that matters — and the people we love — to flourish.

To better understand where our systems (or culture) currently fall, the following framework can help.

The Efficiency vs. Abundance Quadrant

This 2x2 chart maps four common operating zones based on an organization’s posture toward efficiency (how well systems run) and abundance (how well people, ideas, and purpose are supported).

Use this quadrant as a mirror, not a scoreboard. It’s not about judgment. It’s about understanding your starting point and identifying the shifts you may need to make to move toward a healthier, more sustainable way of working.

Stuck: Low Efficiency, Low Abundance (bottom left)
Systems are slow, unclear, and draining. The team lacks both momentum and meaning, often stuck in cycles of survival without strategy.

Abundant but Chaotic: Low Efficiency, High Abundance (top left)
Creativity, care, and vision are alive — but without structure, energy gets lost in the mess. Progress is possible, but it is inconsistent and exhausting.

Efficient but Dry: High Efficiency, Low Abundance (bottom right)
Processes hum, but people don’t. Work gets done, but at the cost of soul, innovation, and long-term impact. It’s all function, no feeling.

Thriving: High Efficiency, High Abundance (top right)
Systems support both performance and purpose. Teams move with clarity and creativity, fueled by trust, margin, and meaningful results.

The goal isn’t to live in one quadrant forever, nor is it to chase perfection. It’s to build with intention, choosing systems that serve both the mission and the people behind it. When efficiency is guided by clarity and abundance is protected by structure, we unlock something powerful: the ability to move quickly and deeply, to build outcomes and trust, to create work that is both sustainable and soulful. This is the kind of growth worth pursuing: not just more, but better. Not just faster, but fuller.

The Purpose of the Process

James Clear put it this way:

"The purpose of setting goals is to win the game. The purpose of building systems is to continue playing the game. True long-term thinking is goal-less thinking. It's not about any single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your progress."

So what kind of process are you committed to?

One that keeps you in the game — refining, adapting, growing?
Or one that slowly pulls you to the sidelines, masked as movement but stuck in place?

A Few Questions to Consider

• What are we doing simply because it’s what we’ve always done?

• What system is protecting comfort but preventing progress?

• What “good” thing might need to be pruned to make space for something better?

• Where have we confused complexity with clarity?

• Where could we rebuild? Not just for efficiency, but for abundance?

These questions are not just rooted in strategy; they’re rooted in leadership.

Closing Thought

Pruning is never easy. Letting go of processes that once worked can feel like failure. But the best leaders aren’t just builders, they’re gardeners. They know that growth isn’t just about what you add. It’s about what you’re willing to clear away.

Because at the end of the day, this isn’t just about productivity or systems. It’s about making room for the work that matters most to flourish. The people. The purpose. The impact.

Not all structure serves you. Not all systems scale. And not all processes are worth keeping.

Build for what you want to grow, and clear the space for it to thrive.