Thursday's Leadership Insight, The Leadership Content Skill of Clarity Turns on the Lights in Your Leadership Practice.

Clarity Is essential to life.

To understand this concept, let's personalize from your personal story with a few questions.

1. Do you wear glasses or contacts?

2. Do you remember when you first got glasses or contact or considered a Lasik procedure??

3. What was the purpose?

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?Your responses, like mine, are probably a bit painful. In my case, I have worn glasses and then tried contacts (no luck) since I was eight years old. I disliked them completely; being fat and having glasses was "not "cool," but I learned to figure it out. Today, at seventy-four, I have glasses for driving and specially scripted glasses to work on a computer screen and read. The purpose for me is clarity in the context of the situation. With my computer glasses,

I have extreme clarity for the computer, writing, and reading. Thanks to Dr Kohn. My "regular glasses are good for presentation, driving, etc. I must upgrade to use the computer and read. My context here requires a ?100% preoccupation with clarity, and the computer glasses are perfect. These questions define clarity for leaders. Regular glass clarity is good, but learning to have 100% preoccupation with clarity is vital to leadership effectiveness. John Maxwell describes clarity as: "It helps you see more before others and do more before others."Clarity is an essential content skill because learning to improve clarity in one's leadership practice allows a leader to better serve and lead. The development of a 100% preoccupation with clarity will be a factor in leaders and their organization's effectiveness and sustained growth and success. This Thursday's leadership insight describes what clarity in leadership means. Five benefits of clarity for the organization and the leader. It describes ten clarity-building practices a leader can intentionally employ to lead with 100% preoccupation with clarity.

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We all crave clarity in all facets of our lives. We want clarity in our workplace, organizations, government, schools, families, and world. As a fledgling high school administrator, I learned the value of a 100% preoccupation with clarity. I was tasked with developing and leading a Title 1 Summer School program to transition low-performing first-year students who had not been very successful in junior high school to the world of high school. I first started with the "regular glasses," assuming the students understood high school. I ?figured we would set up a micro-high school environment and be strict. We did this for two summers. It was not fun, and these students didn't do well during the regular school year. Something had to change. We as a team discussed this concern several times when we realized we needed to clarify what it meant to be a high school student and a successful high school student. We all, especially their leader, realized we assumed that these entering freshmen who were not good at "doing school" in junior high would be good at "doing high school." It was like playing a game and not knowing the rules. They didn't have a clue about what high school required. We needed to provide the clues. As a team, we committed to changing and dropping the assumptions and clarifying what "doing high school "looked and felt like. We also realized the need for renewed clarity for everyone involved. We started the next summer program with an orientation session for everyone involved. I observed that when talking with the parents of these students, they were very nervous. I realized that many of these parents had no experience with a child in high school or that high school hadn't been a great experience for an older child. They were not always our allies; they feared school would hurt their child. They had no clarity about what it was "High School . I realized as I prepared that the real purpose of the program," despite the fancy educational jargon we used when we wrote to get the grant, was to provide clarity. I then had another blinding flash of the obvious to start the orientation on common ground for all. I began a question all present. That meant everyone: kids, parents, teachers, and administrators. I turned off the lights in the room and asked What do you do when you enter a dark room? Several from all groups yelled out; I reached for the light switch to turn the light on. I turned on the lights and responded, don't we all? "That is the purpose of this program. We will work together to "Turn on the

Lights" to learn clearly what it means to be a high school student and be successful at "doing high school "and what we all would do to support that process. Our purpose from then on was to provide clarity, and we all committed to always doing the best we could with your help to "Turn on the Lights to High School "so our students can be as successful as they choose to be. In that short starting activity, we had created a 100% preoccupation with clarity for everyone: students, parents, teachers, and me as the leader on our purpose, and our actions would always be aligned to that clarity of getting them ready for high school. This clarity drove this program for many years for everyone. It was hard work for all and never perfect, but we had clarity to guide us in everything we did. Over the next 16-plus years, our students were much more successful and finished high school. We also created relationships with parents and students to "do School."These relationships lasted well after the school years.

The situation described above could easily be any organization, church, corner bakery, multinational, or family. Leadership requires making sure everyone has clarity. Leaders must always consider how to turn the lights on in good times and challenging times. It is easy to assume that the way forward may be murky and ambiguous in good and challenging times. Clarity for leaders is crucial in good times and bad times. It may not be the best news, but we can clearly plan our actions. The climate for many organizations is challenging Today. The acronym V.U.C.A. has been used in the current context. This acronym stands for V.Volitaile, U.uncertain, C.complex, and A.ambiguous.The U.S. Army War College coined the term V.U.C.A..in the 1990s to explain the changing nature of warfare, and it applies to leaders. Today, Today's leaders face this context daily. V.U.C.A. applies to all facets of our lives and organizations because disruptions occur.

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Life is always going to happen and disrupt our order. Leaders have a primary responsibility to intentionally lead with clarity. This is true at all times and critical in disruptive (V.U.C.A.) times. A leader who intentionally creates clarity in their leadership practice will create a different V.U.C.A. world; Bob Johansen, in his books Full Spectrum Thinking and The New Leadership Competencies, writes that that clarity is a primary leadership and organizational value intentionally practiced at all levels as part of the culture. These actions create a V.U.C.A. Prime environment of ?V.Vision U.Understanding C.Clarity and A. Adaptability. Clarity is the key.

"Clarity It is a simple concept yet strikingly elusive."

????????????????? Karen Martin, Clarity First

What does Clarity mean?

Clarity in leadership is the ability to communicate a clear vision, set precise goals, and provide unambiguous direction to team members. It involves articulating expectations, priorities, and strategies in a way that leaves no room for misinterpretation. As Marcus Buckingham aptly puts it, "Great leaders rally people to a better future by defining the future in vivid terms and through actions, images, and exemplary heroes that allow others to see clearly where they are headed."

Dr. Maynard Brusman, in a 2023 article, The Case for Clarity: A Key Leadership Quality, writes, "There's a lot to be said for clarity and simplicity.?When top executives make short, clear statements about their defined customers, core strengths, desired future, and action plans, they prevent employee confusion and anxiety. They generate confidence throughout all levels of the organization and replace uncertainty with resilience and creativity. The quality of clarity may be the most essential element for leading large groups of diverse employees toward an optimum future."

Clarity in leadership has many benefits, such as;

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1. Enhanced Productivity:

When team members clearly understand their roles and objectives, they can focus their efforts more effectively, increasing productivity. As co-founder and C.E.O. of Apple, Steve Jobs was known for his clear vision and ability to communicate it. He distilled complex technology into easy-to-understand concepts and products. His clarity of vision helped Apple become one of the world's most valuable companies.

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2. Improved Decision-Making:

Clear goals and expectations enable employees to make better decisions aligned with organizational objectives. Jeff Bezos, The founder of Amazon, is known for his clear long-term thinking and ability to articulate his vision for the company. His clear focus on customer experience has guided Amazon's growth into a tech giant.

3. Reduced Stress and Anxiety:

According to a Gallup study, 33% of employees cite a lack of clear prioritization and direction as the main cause of their stress at work.

4. Increased Employee connection? and Engagement:

When employees understand the "why" behind their work, they are more likely to be engaged and committed.

5. Consistent, Clear Organizational Alignment:

1. Clarity helps ensure that all parts of the organization work towards the same goals, improving the overall connection to the mission. Martin Luther King Jr., in his ?"I Have a Dream" speech, is a prime example of clarity in leadership communication. He articulated a clear, compelling vision for racial equality that inspired millions. His ability to convey his message was crucial to the civil rights movement.

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Despite these benefits, there are still major clarity gaps in leadership. Marie-Claire Ross writes in the Blog Unlock the Power of Leadership Clarity with 7 Important Steps.

"the feeling of having clarity is liberating -? filling us with tranquility and igniting a profound sense of joy. It empowers us to effortlessly propel forward, fuelling our momentum and drive.

Yet, if you talk to most employees about clarity in the workplace, they will often complain that it's missing.

A lack of clarity has a profoundly negative impact on workplace performance because people feel directionless.?

According to a Gallup study, thirty-three (33%)?of employees say that the main cause of their stress is a lack of clear prioritization and direction. People who feel directionless are three times more likely to say that they feel general anxiety at work most days.

We often think that clarity is about being clear in our communication. We think that our words matter. While they matter to some extent, the thinking and intention behind our words matter most.

To achieve clarity as leaders, we need to spend time sifting and sorting what's really important so we can focus on what truly matters.?"The final step to add to these thoughts would be action.

Here are some key practices leaders can use to foster a culture of clarity.

"the quality of clarity may be the most essential element for leading large groups of diverse employees toward an optimum future."

?????????????????????????? Dr. Maynard Brusman

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1. Create Clarity by becoming the Chief Repeating Officer.

Communicate, communicate, communicate: Use every communication forum available to put value, mission, and vision actions in front of all in the organization. Use communications systems and methods that are as inclusive as possible. Clearly communicate the vision and goals. Articulate a compelling vision for the team and organization and ensure everyone understands the key goals and priorities. Report all the news and stay on course. Be aware that clarity will always be represented ahead, or at least on top of events. Clarity in communication creates connection and a commitment to engage, learn, and adapt. The leader who is ahead of the "news or gossip curve" is transparent in their knowledge of situations and always tells the truth.

2?? . Define roles and responsibilities.

?Provide clarity on each team member's role, responsibilities, and decision-making authority.

3. Create and share detailed plans.

Develop clear, step-by-step plans for achieving aligned goals and make sure the entire team understands them.

4. Encourage open communication.

Foster an environment where team members feel comfortable asking questions, seeking clarification, and providing feedback.

5. Be transparent.

Please be sure to share appropriate information proactively, especially during times of change or uncertainty.

6. Reinforce the "why" behind the work.

Regularly remind the team of the purpose and importance of their efforts. A continuous pattern of repetition of the purpose and mission keeps the vision "in front "of all. This practice provides clarity of commitment to all followers in the organization.

7. Use visual aids and documentation.

?Leverage charts, diagrams, and written documentation to illustrate concepts and plans clearly. And continually utilize all forms of media to have clarity.

8. Hold regular check-ins.

Schedule frequent touchpoints to provide updates, realign goals, and address any confusion. Encourage questions and feedback. Create an environment where team members feel safe to seek clarification and offer input.

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9. Lead by example

Model clear communication and decision-making in your actions as a leader. Provide context for decisions and changes. Help team members understand the reasoning behind decisions and how they connect to larger objectives.

10. Simplify complex information.

Break down complicated ideas or processes into more easily digestible components. Never assume everyone understands an H.R. or legal issue as the professionals do. Make it simple, practical and useful. Like turning on the lights before entering the dark room

By consistently and continually implementing these practices, leaders can choose to create a culture where clarity is valued and expected, leading to improved alignment, productivity, and overall team performance. A leader chooses to? learn and use an intentional plan of clarity, monitor, adjust, and sustain it to "turn on the lights "for all in the organization and beyond

The Leadership Question? for you will be

1. Will you choose to Turn On the lights to connect, engage, and learn with those you lead?