A chief responsibility, for any leader, is to create clarity. When I work with organizations that are struggling or not achieving their goals – their struggles are nearly always birthed out of a context of ambiguity. Ambiguity breeds conflict, builds silos, and bleeds strength.

The ability to create clarity is an ability that sets great leaders apart. Specifically this means clarity in:

• Direction (vision/mission)
• Values
• Priorities & Goals
• Understanding the environment
• Roles and Responsibilities
• Authority & Decision making
• Dispute resolution (how disputes are resolved internally & externally)

The more those you lead are able to see and believe the same things you see, and play by the same set of rules, the more they will accomplish.

Think of an organization you are familiar with that seems either stagnant, drifting, or in conflict. Compare what you know of this organization to the above list. How clearly can you describe each of the above?

Ambiguity breeds conflict: Nearly every organizational conflict I work to help remedy includes some element of assumption or ambiguity. Often there is confusion regarding:

• Expectations
• Roles and responsibilities
• Goals or end product

And, almost always, there is no effective process in place to guide conflict resolution. When there is confusion, people either create their own answers or simply shut down. Clarification prevents unnecessary conflict and/or guides people through it when conflict occurs.

Ambiguity builds silos: People need vision and direction. We all crave this. When this is missing, we create our own; even if our ‘vision’ is small, personal and petty. Departments create their own identities and goals separate from the others. Boards and executives start to drift apart – pursuing individual agendas. Individuals in the same office or cubicle may begin creating their own sense of direction. Ambiguity doesn’t work. People and teams start to work despite each other – not with each other.

Ambiguity bleeds strength: It’s like a water hose: the more you tap into the line and divert the flow, the less pressure you get at any particular point. Because of conflict (the average supervisor reports spending 20% of their workweek managing conflict) or silos (either at an individual or group level) the ability to accomplish goals is weakened or lost. The primary goal of any organization is to channel the strength, energy and intellect of a group of people towards a common goal. When they are no longer channeled well, focused force is lost.

Leaders who lead organizations that are able to work together effectively are also leaders who create clarity. Notice any organization that has people who get along well with each other and is efficiently advancing its mission, and you’ll find leaders who consistently create clarity.