Clarity Creates Success
Over the last 30 years of my professional career, I have witnessed a handful of successful people and a long list of those who intended to be successful, but things simply didn’t work out. Oftentimes, my entry into a company as a consultant and executive coach is in helping others achieve more as leaders. This would indicate there is something holding them back. More often than not, it has been their communication that has kept them from enjoying success at the level they wanted. Fixing this can be tricky, but there are some fundamentals that help out tremendously.
First, having clarity on the outcomes desired for the business will set the stage for a leader to succeed. Outcomes are more than “increase revenue” or “become number one in the market.” These are often what sounds good to report back to the board or to use for encouraging your employees to push themselves, but they don’t create clarity. The outcomes must be centered around two specific things. Who is it that we serve as a business? We have to clearly articulate who our customers are, what they are all about, what drives them, etc. Then, we have to know what problem, or problems, we can solve for them. If we are clear on who we serve and what problem we solve for the customer, we position ourselves to create clarity in our messaging.
Second, we have to have clarity of expectations with our team. This involves creating a clear and measurable plan for success. The plan must account for what daily activities will result in the weekly, monthly, quarterly, and annual success we are seeking. Far too often, I hear executives say things like, “Cut costs by 10%.” While the value of cost control is critical, simply cutting costs doesn’t always yield the net profit increases people are looking for. Instead, begin with the understanding from step one (who and what), then map out the how and when. How will we serve the customer and solve their problem(s) so well that they cannot wait to do more business with us? And, what is the schedule for the things we will do? When you set expectations with your people, you are letting them know what outcome needs to be achieved by what deadline and with what measurables. You are then asking them to create a timeline and habits to make the outcomes happen.
Third, you have to create regular feedback loops. With each subsequent generation, sitting down to have a conversation about what is working and what is not has become more critical. In your feedback sessions, you look at the progress toward the outcomes and evaluate which activities are working and which ones are not. Having an open and honest discussion with a team member, with a focus on building their potential, will result in forward movement and greater success. Many executives don’t have these conversations for fear of being rejected or disliked by their people. There will be times that a person gets their feelings hurt, but the leaders who accomplish the most and have the loyalty of their people are the ones who push them to succeed at their highest levels. Don’t be afraid to push a little. The result can be incredible!
If you know the vision you have for the organization, clearly articulate whom you serve and what problem you solve, set clear behavioral expectations for your people with timelines and measurables, and provide consistent feedback, you propel your organization forward. The final thing I will add to this is the desperate need to remove the noise from the world around you. Get rid of the shiny distractions that take you away from your stated vision. Don’t allow the things that seem exciting but won’t serve your vision to interfere with the things that keep you moving forward.
You’ve got this!
Jody N Holland, M.S. Psychology
www.jodyholland.com
