"One of the great mistakes is to judge policies and programs by their intentions rather than their results."

We often hear that intentions are what matter most, but let's dive into why focusing on outcomes can be far more crucial. The heart of the matter is this: the true measure of any policy or program should be its tangible impact, not just the good intentions behind it. You can have the noblest goals in the world, but if the actions taken don't yield positive results, those intentions don't count for much.

Think back to the mid-20th century when urban renewal projects in the United States were all the rage. Leaders had grand dreams of revitalizing cities, improving living conditions, and boosting the economy. Sounds great, right? Yet, in many cases, these projects displaced thousands of low-income families, destroyed vibrant communities, and led to years of social upheaval. Despite the optimistic intentions, the outcomes were often disastrous. This is a prime example of why results matter more than intentions.

Let’s take a more personal, relatable example. Imagine a new manager at work who wants to improve team morale. They decide to implement weekly mandatory team-building activities with the aim of fostering better relationships. The intention is spot-on—team unity is crucial. But what if these activities take up too much time, interrupt the workflow, and become a source of frustration? Instead of boosting morale, the team ends up more stressed and less productive. Here, the goal was noble, but the result was the opposite of what was intended.

So, how do we apply this idea in our own lives? Start by evaluating the impact of your actions. If you’re implementing a new strategy at work, set measurable objectives and check in periodically to see if you’re hitting those targets. If not, be ready to pivot. Think of it like sailing a boat. You can set out with the intention of reaching a tropical island, but if the wind changes, you need to adjust your sails or risk ending up somewhere entirely different—or worse, adrift at sea.

Here’s a quick story that might help illustrate this concept. Picture Sarah, an elementary school teacher who wants to encourage her students to read more. She starts a reading competition where the student who reads the most books each month gets a prize. Sounds great, right? Well, soon enough, Sarah notices that her students are choosing shorter, simpler books and skimming them just to win the prize, rather than engaging deeply with the material. The intention was to foster a love of reading, but the result was quite the opposite.

The takeaway? Always look at what’s actually happening, not just what you hoped would happen. Check the pulse of your projects regularly. Ask for feedback. Make adjustments. It’s not enough to mean well—you have to do well. Whether it’s in policy-making, business strategies, or personal goals, the proof of success is in the pudding. Results are what ultimately matter.