How to Lead With Clarity

lead with clarity

Lead With Clarity

One of the most common problems facing organizations, teams, and leaders today is a lack of clarity. Clarity is a critical component of success. We all want it, even crave it, but it often seems elusive.

Brad Deutser argues that clarity can be created and help drive people, profit, and performance when it’s found. Brad is founder and CEO of management consulting firm Deutser, and he has worked with a variety of businesses from numerous industries. I found his new book, Leading Clarity: The Breakthrough Strategy to Unleash People, Profit, and Performance, an exceptional read.

We then talked about leadership and clarity:

 

The Clarity Conundrum 

What is the clarity conundrum?
The constant state of change and ever-present chaos in the world today is unprecedented. We are constantly navigating not one world, but multiple worlds simultaneously with the political, societal, social and technological changes that are happening at a more rapid pace than at any time in history. Leaders are forced to make daily decisions in a high-stakes environment that is often entangled with competing needs and priorities where there is not one obvious answer. These decisions have the potential to define their company and determine their ultimate success. We identify these decisions, inflection points or daily puzzles as clarity conundrums. They take many different forms in companies and in the lives of the leader. Clarity conundrums include the need for a new vision/direction, repositioning, a growth imperative, and they often result from a merger, a new leader, an acquisition, a safety issue, crisis, or hitting a plateau or reaching critical juncture point in the organization. What they all have in common is that they require clarity, as a process, to successfully navigate the necessary transition to the desired future state.

 

“Clarity isn’t an arrival point, a vista, or a destination.” -Brad Deutser

 

Think Inside the Box

Why do you advocate thinking inside the box? I love it, and it’s counterintuitive from all the advice commonly shared.
For much of my early career, I was prized as an out of the box thinker. Clients could rely on me to produce ideas and solutions that were fundamentally different and way outside the mainstream. I was wildly creative – but that creativity did not always align with the desired results. About two decades ago, I began to rethink the box paradigm, and using client results and research began to validate that “inside the box” is actually where real creativity, innovation and performance are birthed. Interestingly, in our early research, we challenged people to define their box. Most people simply accepted the metaphor without assigning definition to it. When we uncovered the parameters of the box and put clear definition to each side, including the top and bottom, we were able to fundamentally change the trajectory of business for our clients and the connectivity of the workforce to the organization and its leadership. Inside the box thinking allows leaders to have a clearly defined organization and direction, and employees to have something that they can understand and belong to. It is a game changer.

 

How to Transform A Sluggish Organization

sluggish organization

Leadership Skills for Breaking Inertia

One of my favorite leadership thinkers is Samuel Bacharach. Not only is he a regular columnist for Inc., an author, and a leadership speaker, but he is also the McKelvey-Grant Professor at Cornell University.

He recently released a book that I found to be an incredible addition to my leadership library. Transforming the Clunky Organization: Pragmatic Leadership Skills for Breaking Inertia is one of those books that will inspire both new and seasoned leaders with its practical advice and unique perspective.

If your organization is stuck and you need to break inertia and foster innovation, I can think of no better place to start than with this book.

 

“One of the great ironies of organizational life is that yesterday’s delivery becomes today’s inertia.” -Samuel Bacharach

 

Advance the Agenda

Why this book on leadership and why now?

In the last number of years there has been massive growth in books about leadership and trainings in leadership, but one fundamental question is not asked: What is it in an organizational context do we want leaders to accomplish?

If we are going to train and educate people in leadership, it has to be for a purpose. In an organizational context, that focus has to be on the capacity of people to come up with ideas, move ideas, implement them, create change and innovation, and get things done. In this context, what is important to me is pragmatic leadership—that is, the simple and clear tasks of execution. Not execution as global promise but as a series of skills that can be followed and achieved for results.

In The Agenda Mover: When Your Good Idea Is Not Enough, I discussed the micro-political skills that leaders at levels need to move their agenda: creating coalitions, overcoming resistance, negotiating, and establishing credibility. These often-ignored political skills were the focus of this volume.

Over the last three years I have been focusing on the question, “What do I want leaders to accomplish?” In my experience of some forty-odd years, I realize that great leaders are those who begin to have the sense of when their organization becomes stuck, sluggish, and trapped by inertia.  Great leaders break inertia. They appreciate the dangers of inertia and do something about it. They also understand that organizations may be sluggish and in the doldrums of inertia, even though they continue functioning. These leaders understand that although inertia may not necessarily lead to immediate failure, inertia may impede their organization’s capacity to reach its potential. Transforming the Clunky Organization focuses on the characteristics of organizations that get trapped by inertia and, in turn, suggests leadership skills and strategies leaders can use to overcome sluggishness and inertia.

 

“Organizations get stuck because of sluggishness and inertia. Great leaders know how to break inertia.” -Samuel Bacharach

 

Why Organizations Become Sluggish

1,001 Ways to Engage Employees

employee engagement

Increase Employee Engagement

One of the top priorities for leaders is employee engagement. For several years, I have seen countless books and executives looking at every possible method for increasing engagement.

Bob Nelson says that it’s time to move beyond measuring it. “It’s now time to focus the behaviors that truly impact employee engagement, and not just the scores that measure it.”

In his book, 1,001 Ways to Engage Employees: Help People Do Better What They Do Best, Dr. Bob Nelson provides the methods for increasing engagement. I recently spoke with him about his new book.

 

“If you have a good boss, you have a good job. That’s true the world around.” –Dr. Bob Nelson

 

Simple Things to Do Today

Share some surprising gems from the 1,001 ideas in the book.

Probably the biggest surprise for me has been the fact that the greatest motivators for today’s employees don’t require a big budget to implement, but are relatively simple, behavioral things any manager can do with their immediate team.  Thanking employees for doing good work, asking for their input and ideas, providing them autonomy and authority to get their work done, involving them in decisions that affect them, two-way communication, and using mistakes as learning opportunities for them to improve are some of the key take-aways.

 

“Most managers ignore or underestimate the power of praise.” -Roger Flax

 

Which ones have gotten more enthusiastic feedback than you expected? 

The book is still new, but readers in general love the real-life examples and pithy, fun quotes—both of which support the topics discussed. Hearing a great example makes readers immediately ask, “Why couldn’t we do that in our work group?” In this way, the book becomes a motivator of change: to try something new that may very well get you a better result. That’s my ultimate goal: to help people better manage their employees so they feel more valued for what they do and are more successful as a result.

 

And which ones might be most useful when the organization needs to bounce back from a bad shock?

Communication is critical in working with others, and you have to do more of that in tough times and times of change.  Managers’ tendencies, however, are to withdraw during tough times, so you have to fight that tendency and force yourself to be out there, speaking with employees, answering questions and helping them do a better job. Likewise, for employee recognition.  So many managers have an unstated assumption that they expect employees to always do good work, so they don’t have to thank them for it when they do. To the contrary, you need to proactively catch people doing good work in order to get them to more easily continue to do so. No one likes to work for a manager that only finds their faults and mistakes…

 

What do most managers get wrong when they think of engagement?

Quotes to Lift You Up When You’re Down

consoling

Encouragement for Today

Everyone experiences those times when you’re down, just not feeling at your best. You may be discouraged and just in need of some encouraging words.

Here are a few quotes that I hope will help you in the midst of your storm:

 

“Out of difficulties grow miracles.” –Jean de la Bruyere

 

“The man who removes a mountain begins by carrying away small stones.” –Chinese Proverb

 

“You may encounter many defeats, but you must not be defeated.” –Maya Angelou

 

“Everything you want is on the other side of fear.” –Jack Canfield

 

“Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence.” –Helen Keller

 

“With the new day comes new strength and new thoughts.” –Eleanor Roosevelt

 

“It always seems impossible until it’s done.” –Nelson Mandela

 

“It does not matter how slowly you go as long as you do not stop.” –Confucius

 

“If you fell down yesterday, stand up today.” –H.G. Wells

 

“If you want to be happy, set a goal that commands your thoughts, liberates your energy, and inspires your hopes.” –Andrew Carnegie