Of all the things you can seek
to realize your leadership platform, CLARITY is the most important. As
societies and organizations become more complex, that sole sense of purpose
that led to their original success often fades or become so diluted as to become
unrecognizable. After reading stories about how more and more legacy retailers are
closing their doors or have now merged with former competitors, it got me
thinking out loud about why more than ever, clarity has become the impact
multiplier.
Obviously, I have seen this
happen often in my prime industry of higher education where, for the sake of
survival, many colleges and universities attempt to become all things to all
people. The problem is only the larger state or well endowed private
institutions can afford to do so. My recommendation in such circumstances is to
take a lesson from those organizations and enterprises that have a crystal
clear focus of what their purpose is (and what it is not!), that not only to survive
but thrive. A great case in point is
when Jack Welch took over as CEO of General Electric in a time when it had lost
significant market share. Jack determined the reason why was that GE had
expanded into so many unrelated divisions that its quality suffered across the
board. In its attempt to do so many things, the organization became nominal in
all things!
Leadership expert and author
John Maxwell often shares that the first job of a leader is to “define
reality”. In other words, provide clarity. So, if that is our job as leaders,
how do we do this? I recommend answering three simple questions presented by
pastor and celebrated leadership author, Andy Stanley. Andy shares that along
with his computers, phones and other high-tech objects that he also keeps a low-tech
item on his desk. This simple item keeps him grounded but also has allowed him
to grow and lead one of the largest non-denominational churches in the USA. This
item is an index card with the following three questions written on it:
What
Are We Doing?
This is a question of PURPOSE.
It is not about answering what we are doing now or in our day to day
activities. It is about what is the justification or purpose of your enterprise.
Why do we gather in this place every day? Why does our organization matter
in the lives of those that we serve or create products or services for?
Why
Are We Doing It?
This is a question of
INTENTION and execution. There are many good reasons you are in business,
leading your non-profit, etc. but what is the MOST IMPORTANT reason? Why are we
doing this and to what ends or eventual outcomes? What are we hoping to change
and make better? Further, every decision or course of action must be reviewed in
the light of our purpose. There are many right ways to do a thing or accomplish
a task, but it is important to select a course of action that is directly tied
to our purpose.
Where
Do I Fit In?
This is a question of ROLE. It
is important to understand, however, that this includes but goes far beyond the
job description. Everyone has something to offer an organization, but it is
critical that their strengths are best matched to the role they play. From the CEO
to the front-line technician, everyone must have clarity on how important their
role is to the organization. It is this very lack of role clarity that often causes
turn over and low employee engagement. Finally, as the leader, you must ask
this questions for yourself because over time that role may have changed. Where
you once had the role of starting and building your business, you now have the
role of maintaining and growing your business.
When ALL the members of an organization
have a clear idea, and agree with the PURPOSE and INTENTION of the organization
and know critical their ROLE is to its success, then great things begin to
happen. All elements must be in alignment and that is the tough work of a
leader to insure. There is nothing more inspiring than to be part of an organization
that has clarity in purpose, intention, and role. In such a situation, people
do not need to be told what to do, they just know and do it to the best of
their ability. If you need an example, just look at how elite military units,
sport teams, emergency room units, and social impact organizations operate. In such
organizations, it is often difficult to identify who the leaders is because
everyone demonstrates so much expertise and initiative.
This week, I challenge you to
ask these three questions to not only yourself but to members of your own team
but with no advanced warning. It will take courage to use such a barometer of organizational
health. It is also important to note that if you do not like the answers you
are getting, it is not their fault! The answers you get (good or not so
much) is a direct result of the leadership you give! Now if you
are really fearless, I encourage you
to ask these questions to your customers, clients, vendors, suppliers, advisors,
etc. You may well experience some cringe worthy moments, but such an exercise
will tell you what you need to clarify for both yourself and your organization.
Now I do not want you to beat
yourself up if these questions have perplexed you. It happens to the best
leaders and the most profitable and/or successful organizations. As we become
immersed in the business of our day to day endeavors, it is easy to lose focus
and our mission start to creep. We on-board new people, seek new clients, are
approached by new opportunities and adapt new technologies almost every day but
in our attempts to be nimble and pivot to the next big thing, we must not lose
sight of these three foundational questions. It is in spite of such new
developments that you as an intentional leader must remind yourself and those
with you of what you are doing, why you are doing it, and how everyone’s role
is so important.
Management expert Patrick
Lencioni says it best when he offers that leaders often need to play the role
of “Chief Reminding Officer”. This certainly adds one more thing to your plate so
enroll team members to help you do this. Ask them what creative yet impactful
ways can we keep such important information front and center to the people we
work with and for. This must go beyond slogans and talking points. Client testimonials
are powerful and spotlighting team members that really capture and live the organization’s
purposes are also helpful. The point is to emphasize what is truly important and
valued so that your organization remains relevant and necessary in the lives of
others.
As always if I can help you and
the people you associate with Get Better, Be Ready and LEAD OUT LOUD, I would
invite you to email me or to visit my website below and see if any of the
training or coaching experiences I offer can provide an impact, especially when
it comes to creating organizational values that stick! I am also pleased to
announce the launch of my first book, Leading Out Loud: Strategies for Raising
Your Leadership Voice! available on Amazon.com. Also, as a bonus, if
you go to my Out Loud Strategies website (www.outloudinc.com) and
enter your contact information, I will send you a FREE guide to establishing a
mentoring initiative program in your organization! Such an initiative would be
critical to add value to your organization!
Yours in Leadership,
Bill Faulkner
Principal Consultant – Out
Loud Strategies
Independent Coach, Speaker,
and Trainer with the John Maxwell Team TM
Email
= bill@outloudinc.com
For more information on the
John Maxwell Team, please visit
