Success and Clarity
The second factor or element in the twelve C’s to success series is Clarity.
While this term is really very simple, it appears in practice to be one of the difficult factors to use. Personally, I have difficulty in understanding why it is missing with both individuals and organizations.
What is Clarity?
It is the ability to understand exactly what you know and what you want. The second part is very important in the world of success – knowing what you want. While this could be a total discussion about the use of goals, I would prefer to expand upon the term of clarity to include other things of importance.
What is Clarity to the Individual?
Now, I would be misleading you if I overlooked the power of goals regarding your level of success in life, so I will cover this. However, about 50% of the population are limited in their goal seeking and would rather act upon problems – solving or eliminating the problems from their lives. Hum, sounds very similar to goal accomplishment to me. And, it is. Only those people – the problem solvers of the world – prefer their goals served up as problems to be solved.
This is important for everyone to understand. Goals to be attained and Problems to be eliminated are basically the same regarding execution and process. One moves toward a target as the other moves away from the problem or issue. This last sentence explains the difference in approach for individuals. So you need to gain clarity about your preferred method – moving toward things / goals or moving away from a problem. This action gives you clarity regarding the simple act of writing out things you want to take action upon during the next time period of choice.
After solving this towards or away from issue, it is time to gain clarity about what you want in and out of life. Be clear and decisive about what you want. Make a list. Add balance to your life factors from the choices of professional, family, social, financial and developmental factors. Write clear and definitive action plans to attain your results – solving the problem or getting to your target.
What is Clarity to the Organization?
The interesting thing about clarity and the relationship between the individual and the organization is the fundamental similarities between them. If an individual cannot deliver clarity to their personal life, then it becomes very difficult to deliver clarity to the organization. A classic dilemma – which came first the chicken or the egg? The individual clarity or the organizational clarity? The only answer I have found that seems to apply is – if an individual cannot use clarity in their personal environment, then it is very difficult to deliver clarity in the organizational environment.
However, when the individuals within an organization understand the overall importance of clarity to the performance of the organization – you will find a high performance organization.
This explains why there are few true high performing organizations in the business world. Most organizations fail to gain clarity regarding the organization. The management and staff must know what the goals are for the organization, critical problems that must be solved or eliminated for effective performance and what areas or functional units align with the future direction of the organization.
Clarity is involved in everything from strategy – formation and execution – to everyday operates. What is important must be answered at all levels of the organization for full participant of the staff. If half the organization is going in one direction and the other half in the opposite direction – results will be at a stand still or poor.
Clarity opens the doorway to excellent performance and is incorporated into several of the upcoming C’s used in success. So you must ask this question:
Does You Organization Have Clarity?
If your answer is anything other than a resounding “YES”, then you have wasted resources and a lack of organizational focus. People and departments are winging it. Therefore, contributions will be mixed and you will get under-performance rather than the preferred “Excellent Performance.”
Be sure that everyone in the organization understands the direction of the organization, What is important and what is no longer important.
I remember a CEO telling his staff during a robust strategic discussion and debate about the value of the old methods of doing business rather than the new focus of the organization. He quickly ended the debate and everyone focused on moving forward after he stated – “I will allow the old methods to continue, however, I will no longer allocate any additional funds or resources to that side of the business. The future as I see it is … and will get additional resources and funding for the future.”
Strong leadership provided the clarity needed for this organization to grow at higher than industry standards.
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