As everyone has gotten busier and busier trying to figure out what to do next in the middle of this on-going pandemic, there have been moments when leaders have fallen into the habit of just wanting to get things done, and not remembering that a big part of their work as a leader is to create clarity and to minimize confusion.
Historically, the focus on creating organizational clarity has revolved around the work of Patrick Lencioni in his excellent book called, The Four Obsessions of an Extraordinary Executive (Jossey-Bass, 2000). Lencioni encourages leaders to create clarity by explaining “why the organization exists” and “which behavioral values are fundamental.” He also wants leaders to define what the company "plans to achieve” and “who is responsible for what” within the plan. During complicated and complex times, these fundamentals are very important, but I don’t think they are enough given the unique times within which we are living.
This morning, I think we need to expand the concept of creating clarity to include the work of Brene’ Brown in her powerful book called Dare To Lead: Brave Work, Tough Conversations, Whole Hearts (Random House, 2018). As Brown explains, “The true underlying obstacle to brave leadership is how we respond to our fear.” As an executive coach working with leaders during the last 60 days, I have listened to people who have been worried, afraid and deeply concerned by all that is happening in their organizations, their families and society in general. Their concerns are valid and I am honored that they are willing to share them with me.
I also have listened to leaders who have transformed their fear into courage. As Brown writes, “Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.” One powerful way to being courageous, notes Brown, is to regularly show that you care for and are staying connected to the people that you lead.
The second step to creating clarity and being courageous as a leader, notes Brown, is to “get clear on whose opinions of you matter.” Everyone right now has an opinion and many are quite vocal about what should or should not be happening, especially when it comes to the subject of dealing with COVID-19. As a result, leaders can feel bombarded and under attack. In order to remain clear and in order to create clarity, leaders must be very thoughtful about whose opinions and professional judgements matter. As leaders, we will not make everyone happy with our decisions but we still must make thoughtful decisions based on as much accurate and timely information that we can gather. And within that gathering process, the source of the information is as important as the content of the information.
Next, Brown encourages leaders to set boundaries. In particular, she writes “… setting boundaries is making clear what’s okay and what’s not okay, and why.” At times, I have observed leaders informing their team or their company about what is okay and not okay when it comes to key behavioral norms, but they have not stated why. I believe it is the why element that makes the setting of boundaries effective over time.
Finally, we must remember as leader this short phrase by Brene’ Brown: “Clear is kind. Unclear is unkind.” Given all that we have experienced during the last 60 days, we need more kindness. Creating clarity is foundational to our being able to thrive on the other side of this global pandemic.
So, starting today, remember to be kind, respectful and compassionate with each person you meet at work and at home. The only way through the next 90 days is to create more clarity and to act from a place of clarity. We are all in this together and clarity will help us move forward together.
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