Clarity & Precision

There is a time for leaders to be directive and absolutely clear. This is one of those times.

The last few days and weeks have been challenging. You don’t need me to tell you that. If you are a senior leader, your days are currently filled by difficult decisions, difficult conversations and difficult thoughts. It’s the nature of the role to be the one that has to step-up and lead the way. The one who must make the tough choices for the greater good. I’m gladdened to see that so many are doing just that and making choices that reflect a humanity, empathy and compassion that was noticeably absent during the crisis of the economic meltdown some twelve years ago. 

However (you knew there would be a ‘but’ coming, right?)…

I’ve noticed a tendency in a number of the pronouncements and announcements for some of the messages to be somewhat blurred.

• People must stay at home. Unless they have to go out.
• People must work from home. Unless they can’t.
• People should isolate. But you can still go out to buy food and ‘other necessities’
• People shouldn’t see their families. Unless it’s ‘absolutely necessary’.
• People should observe social distancing. But people going to work in London can apparently still throng platforms and train carriages

So many caveats. So careful to avoid the use of the word ‘must’ or any suggestion of serious sanctions for breaking the rules. Why? There’s absolutely nothing wrong with being black & white in circumstances that demand it. Indeed, in times of crisis it is what people want you to do and clear boundaries are what they look to you to provide.

I’m intrigued by the notion that countries such as China, Singapore and Korea… where they have long been ‘managed’ with a strong hand and clear boundaries, have followed the guidance/rules and are coming through this crisis more quickly and with potentially less long-term damage – while other countries with a less authoritative leadership style, such as the UK, have allowed the population the freedom to flout the guidance and therefore to potentially spread the virus and its consequences far wider and faster.

I have a vested interest here, as I’m in the group most vulnerable to the effects of the virus, having long-term health challenges and treatment over many years involving the use of immunosuppressive drugs.  

Watching people ignore the rules and casually play Russian Roulette with my certain death is a sobering experience.

My conclusion is that we’ve become uncomfortable with ‘laying down the law’. I feel a sense of ‘Mea Culpa’ here too; as I’ve been one of the loudest voices these last several decades calling for leaders to be more engaging and less autocratic.  Perhaps I should be clearer myself. Here goes.

1.      Its good to be certain. 

The Theory X end of McGregor’s theory has always been the right end of the spectrum in times of high-risk and crisis, where speed is crucial and people want direction. If your house is on fire, you don’t want a fire chief to arrive and start having a discussion or focus group about how they’ll extinguish the flames.

2.      Instructions must be clear and unequivocal

Telling people they shouldn’t really do things or should try to avoid things is unhelpful, unless it really doesn’t matter whether they follow the instruction or not. In which case, why give it? Softening the message just causes confusion. Be direct. Explain why.

3.      People’s actions have consequences

Boundaries are a necessary fact of life, health and performance. There’s no point espousing values or giving instructions unless you intend to enforce them. Following policies or instructions that clearly have consequences for survival, life and health is not optional. Whatever is necessary to make that abundantly clear, you must do. If that means putting in place the potential of draconian punishments and deterrents for failure to comply, then so be it. Just make sure you mean it and you follow through. People must know you’re serious.

4.      Language matters. Choose words with care and give a consistent message

It is very easy when under pressure or emotional strain to make off-the-cuff comments or explain things in a way that seems to give a different message. Remember that people are hearing the message under pressure too. They will misconstrue, misinterpret and ask apparently stupid questions – even ones you’ve already answered moments before. Be consistent but be tolerant. Reiterate and reinforce. Make sure you repeat the key messages at least three times. We know that helps people understand and retain the information. Use the same words and make sure you get them right. Listen to yourself and correct if you’ve inadvertently used the wrong words. If colleagues have to cascade the message, regulate it and ensure they say the same things. It might seem autocratic or dictatorial. It isn’t, it’s fair and consistent and it helps people to understand.

5.      Don’t apologize for doing your job

While you may have difficult messages to give out and difficult decisions to make, you shouldn’t be apologetic. It is your place to make those decisions for the greater good. OK, some will be very unhappy with your choices and some will be either helped or disadvantaged by them. That is not your primary concern. All you are required to do is to do the right thing, for everyone. You must balance the needs of all stakeholders fairly and do it with humanity and humility. You must be sensitive to how people are going to be affected, up to a point, but not so much as to make the messages weak or fuzzy. Stand up, be clear and straightforward. A surgeon doesn’t apologize to their patient for removing an arm if the alternative was to allow them to die. Just think it through carefully and be comfortable that you will, in times to come, be able to look back on the decision and see it as fair, decent, rational and proportionate.

In conclusion

The more clarity you provide, the more unequivocal you make your pronouncements and instructions, the quicker you will achieve alignment and the quicker everyone can move forwards. Don't be wishy-washy, don't give people discretion about whether to follow or not, don't put caveats where the instructions or rules don't apply, stay rational and don't apologize.

Lead.