I have time & again come across senior leaders, who focus on the end result. they question the team and look for root causes well after the path taken has had its undesired impact.
examples of schedule and cost over runs or product quality issues are many.

Having a robust system to track ongoing performance, with leadership oversight on the path being traversed would have averted such undesired eventualities.

Most Processes can be broken down to their constituent Sub-processes. Each of Sub-processes may further be broken down to a series of activities. Sub-Processes take inputs and consume resources to produce the desired output. Having Indicators at appropriate level, to determine the quality and effectiveness of the Inputs, Processes & Outputs, will help identify deviations early and at the right level of granularity.

Having systems in place with leadership oversight, to recognize such deviations in Sub-processes and take corrective actions at the respective levels, can help arrest magnification of problems.

By Identifying Issues at such granular levels, the corresponding corrective actions are also small and easy to implement. Teams have the required motivation to make corrections and results are immediately visible, the right behaviors are thus reinforced.  By delaying or not making the fix at the right granular level, we let the small issues magnify into problems of significance. this further has negative impact on the teams motivation to address them.

Thus having good Leading Metrics or Indicators of progress on the path taken, go a long way in enabling desired outcomes.