Achieving Clarity

An excerpt from my new book Ingaging Leadership: The Ultimate Edition

To me, it's amazing how many people don't take the time to arrive at genuine clarity about important topics or business problems.

Clarity is one of my favorite topics.

Maybe it’s because we live in an overly casual time when many people believe they can move forward without taking the time to explore a topic with great understanding. We seem to think a pretty good grasp of a topic is good enough. I also think that a certain element of “faking it” comes into play for many people who are pretending to be experts in certain topic areas, when they are not.

They fear that if they say to a group of colleagues, “Let’s study and understand this topic more,” they will be telling those people that they do not already know everything there is to know. They reason that it is better to play the role of an expert than it is to become one.

In other words, they are faking it instead of investing in genuine learning. And when that kind of thinking becomes common in an organization, it cannot perform at the highest level of efficiency. Mediocrity sets in and becomes the norm.

Practical Steps for Achieving Clarity

Connect the issue at hand with its significance to the individuals involved. Explain how a clear understanding could elevate their personal performance and the organization's standing.

Be transparent about your thoughts, beliefs, and the facts at your disposal. Encourage open, two-way dialogues. Keep in mind the distinction between facts (the verifiable reality) and opinions (individual perspectives).

Validate shared understanding through active reiteration. Request that people echo your thoughts. This promotes collective clarity and reveals any discrepancies between fact and opinion.

Encourage feedback and criticism, but ensure these are based on facts rather than unfounded beliefs. Remember, the goal is to enhance comprehension, not to assert the superiority of one's opinion.

Check regularly to be sure effective communication is taking place. For instance, ask, "Can you reflect back on what I just mentioned, distinguishing the facts from the opinions?"

Foster an environment of trust. This involves cultivating a culture free of blame, where participants feel comfortable admitting they've lost focus, need a point clarified, or when they've intermingled fact with opinion.

Advocate for deep, committed listening. This not only facilitates collective clarity but also aids in separating fact from opinion.

In conclusion . . .

It is not enough to simply understand a topic or an action you are considering. To take your leadership to the next level, clarity is needed. I hope that the steps I recommend in this chapter will help you move to a higher level of leadership effectiveness.