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Jul
18
Can we make it any CLEARER?
Filed Under All Posts, Reading for Leading
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Friends,
Thanks to the 800+ of you who responded to last week’s survey, we’ve got a crystal clear picture of what people want in a boss . . . and what’s often missing. Here’s the bummer: What we most want is what’s most often missing: CLARITY! So, this morning’s invitation to everyday leaders is to double back and clarify.
For those who didn’t take the survey or check out the full results, here’s the top takeaway: When asked to select from a list, what three attributes were most important in a boss, people said as follows: Honesty 43.2%; Clear goals 43.1%; and Clear feedback 38.5%. People want their boss to be straightforward in saying where they’re going, and to tell them clearly how they’re performing along the way. Here are the survey’s top answers:
What is remarkable is that when I offered people a host of negative boss behaviors, and asked which ones were most frequent, 4 of the top 5 had to do with these same attributes of honesty and clarity. Topping the list were: vagueness, mixed messages, favoritism, lack of feedback and flip-flopping. Here are the top vote-getters:
The message could not be clearer for all of us. Clarify the goals, the ends, the aims – what it is we’re trying to accomplish, and frequently and clearly let people know how they are doing against those objectives. Do it to:
Lead with your best self,
Dan
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7 Responses to “Can we make it any CLEARER?”
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It’s so simple yet so difficult! The irony of it is that clarity puts one in a vulnerable position – there’s nothing and nowhere to hide. Yet in our culture, it’s a sign of weakness to be vulnerable. What’s up with that?
As usual Dan, you have nailed the issue on the head. Thank you!
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Richard Reply:
July 19th, 2010 at 10:49 am
Which is exactly why any lasting leadership has to model and encourage this kind of vulnerability.
As leaders of organiztions, families, worship communities, and communities in general we need to model a healthy vulnerability. We need to praise those who in good faith put themselves in vulnerable positions in pursuit of mission, vision and excellence, and alignment with healthy core values.
We need to reward honesty, integrity, clarity and compassion above (or even as the foundation for) tenure, productivity, ambition, etc.
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Hey Dan,
As Alice and I move from being employees to being management, your timing on this issue couldn’t be any more perfect. I’ve always said, “I want to be the manager that I would like to have (and rarely did)” Now I know that most other people would like the same thing. We are not going to hire anyone right away, but when we do, it’s good to know that my style of honesty and directness (which I see as a form of clarity) can be successful.
Kath
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I didn’t take the survey because I’m retired and don’t think my input would be as relevant as that from employed folks. However, I felt the need to make a comment on your results posting.
One of your sentences stood out to me: “People want their boss to be straightforward in saying where they’re going, and to tell them clearly how they’re performing along the way.”
I would suggest adding that, as well as “where they’re going”, employees would also like to know “why” they are going that way. What is the reason for the mission? If employees were involved in developing the “mission” then they would know why that is the mission. But, often employees are only told what the mission is without knowing why or how that became the mission.
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I think if a person is honest then many positive attributes that characterize a good leader flow from that trait. If a person is honest in their interaction with the persons they lead or manage it suggests to me they are free of any insecurities and don’t feel threatend in their role as a leader which enhances their self confidence in decision making and the fair application of policies to everyone. Leaders will not make every decision correctly but if the leader has established a solid foundation of trust with the group he or she supervises or leads then the respect the group has developed for the leader will act as a life jacket to keep the entity afloat to achieve its goals, vision, and values.
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Dan -
Thanks for facilitating this survey, it certainly reconfirms what I have learned throughout my public and private work experiences. I hope that our political leadership in Michigan and elsewhere, on both sides of the aisle will see these results and realize that we, the voters, are looking for the same attributes in them!
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Great insights Dan, and thanks. No question, this information on Renewed Leadership – compels us all to take leadership Acumen to the next level — where together we can build innovative leadership that fits the 21st Century! Nice start and count me in!
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