This is part 4 of The Organizational Clarity Series. We encourage you to start with an introduction to the idea in part 1, HERE.

“Leadership requires two things: A vision of the world that does not exist yet and the ability to communicate it.” ─Simon Sinek, Start with Why

How many attempts does it take to break a bad habit? Or to start a new one? Or how many times must we interact (read, write, recite, etc.) with new information to remember and internalize it?

Once we’ve gone through the important labor of creating and clarifying our team’s essential core, we unfortunately see so many leaders merely publish it to their team in some isolated, grand reveal. They may publish it through a speech, memo, email, or something. They may hang it on a poster or paint it on their team’s work area wall. But then that’s it; it ends after that “grand” reveal and introduction. The issue is, though, that no one’s mind was ever changed by a single speech, lecture, email, or memo. They certainly won’t remember it after just one either. As the opening questions allude to, this requires repetition.

It takes us a comparatively short amount of time to cultivate our team’s core and then clarify it. It may take you and select leaders within your organization a few days, weeks, or even months. But once codified, we must now enter the long journey of sustaining that core – for years and years.

Leaders create and clarify the team’s essential core. But, once established, they must anchor it every day by communicating it in a variety of ways to make it relevant and, in fact, essential. The role of leader is synonymous with “Chief Reminding Officer” – reinforcing to everyone on the team who we are, what we do, and why we do it…always and in all ways. More

This is part 3 of The Organizational Clarity Series. We encourage you to start with an introduction to the idea in part 1, HERE.

“If you can’t talk freely with the most junior members of your organization, then you’ve lost touch.” ―Jim Mattis, Call Sign Chaos

We’ve finally labored with our leadership team in creating our essential core as discussed in part 2 – great! Now what? Well, now we need to validate this core by clarifying it.More

This is part 2 of The Organizational Clarity Series. We encourage you to start with an introduction to the idea in part 1, HERE.

“The only truly reliable source of stability is a strong inner core and the willingness to change and adapt everything except that core.” ―Jim Collins, Built to Last

Striving for excellence is not the same thing as merely avoiding failure. All too often, our teams and organizations spend too much effort on avoiding failure, reacting to changing circumstances, simply managing the day-to-day minutia of routine and urgent work. These are not the reasons we were inspired to join our organization in the first place.

Contrary to what we are so used to seeing, we should not first respond to our changing environment by asking, “How should we change?” Instead, we must default to the questions of, “Why do we exist and what do we stand for?” These are the ideals that give us purpose and direction, regardless of circumstances, and should rarely change (if ever).

To enable our organizations to actually know why we exist and what we stand for, leaders must create clarity around those ideas; we must codify our organization’s essential core. This is the first of three steps in creating organizational clarity. In this part of the series, we explore what an organizational “core” is, why it’s important to define, and how we can approach creating it for our team.More

Imagine a scenario where you take over as the new leader of a team and you work to define the essential core of your team though a well-crafted vision and mission statement. You put considerable effort into formulating these ideas, being highly selective about the message and language. After creating, publishing, and displaying this new core of your team, a senior leader from your larger organization comes to visit your team. During the visit, they see your posted vision and mission and ask one of your direct reports – an upper-level manager on your team who helped create those statements – about it…and the person cannot remember the statements. They can’t recite or describe the statements themselves, or even articulate some of the key words or themes from them. Yikes! I’m sure both you and the senior leader are now questioning what impact these statements are even having on your team.

Unfortunately, we experienced this exact scenario last week as an observing third party. The team’s leader certainly understood he had a leadership challenge.More