Sometimes it can be incredibly challenging to build a culture of clarity as teams deal with confusing directives and fuzzy goals. Managers think they have done a more than adequate job of describing goals and deadlines, only to have their teams underperform. Team members nod their heads as though they completely understand directives, only to walk away confused and frustrated about their tasks.
We've all faced these challenges and myriad others just like them. While it can be exhausting to try to create clarity in our organizations, I can say this: It's worth every ounce of effort.
In the end, clarity builds confidence. It streamlines processes and ultimately produces more profitable results. Clarity can bring peace of mind and build a sense of unity in our organizations. These are all certainly desirable benefits, and there are many others.
However, clarity is not automatic. It often requires hard work. It takes cooperation from all parties: Senior leaders, departmental managers, line leaders, the list goes on. Clarity is most easily gained when two parties are bought-in to being clear about the objective. When there is agreement that we are going to be clear; the right questions get asked; we stay at the whiteboard longer; we work more mutually to define goals, make adjustments and achieve success.
It can be done. Not just once, but consistently. In fact, I believe that being clear can become a hallmark of your environment. One day, you might even be able to say, "We have a culture of clarity!" That culture, and all its benefits, begins with getting determined to get clear.
How determined are you to be clear about your goals, what success looks like and your strategy for getting there? Whether for yourself, your team or your organization, what can you do to get determined to get clear?
No comments:
Post a Comment