EXCEPTIONAL LEADERS HAVE CLARITY
their products, services, and organiza- tions. They look for new ways to grow, evolve, and succeed. They understand periodic strategic corrections are a ne- cessity to overall long-term success.
Right Information Most leaders
believe they already
have enough information. They apply the same set of assumptions to their decision-making that have historically worked for them. They use the same data sources they have always used. They rely on the opinions of underper- forming staff to explain the challenges they face rather
than engage in the
proper due diligence to find out the un- derlying causes for their organizational difficulties. They fail to understand the significance of how changes in external market forces can impact consumer ex- pectations or their long-term survival.
Exceptional leaders look for more than a superficial answer. They don’t
stop looking at the first 10 answers that pull up in their Google search. They look for the pearls of wisdom buried deep in the data, and they are not afraid to find advisors who will help them find the truth and interpret it. Getting the right information for real decision-mak- ing is hard work. They know that it re- quires a significant effort to re-consider every current assumption and look for changes in the trends and patterns of the data. Doing that without a biased view is even harder. They are willing to invest the time and money to bring in a fresh and different point of view to discover the truth.
The Truth Most leaders believe they already have a complete understanding of what is going on. Yet the fundamental reason for a lack of clarity at the top is usually because no one tells them the whole truth. Employees tell their leaders what they think they “want” to hear. People
are penalized for telling the truth. Cul- tural paradigms cause employees to withhold candid feedback because they don’t want to displease another with bad news. Worse, some leaders are not able to listen to a divergent perspec- tive. As a result, these leaders lose control of the situation and lose their ability to implement corrective actions before things go completely haywire.
Exceptional leaders understand clar-
ity begins with a real desire to see the truth of the situation. Truth gives you information. Information gives you in- sight. Insight gives you clarity to set the right priorities and focus your people on the most critical activities designed to create success. These leaders find it refreshing to have someone around who will tell them what they don’t necessar- ily want to hear but what they already suspect is true. They use objective ad- visors to get to the truth and help them work through the issues to create real and lasting improvements that move their organizational success forward.
Final Thoughts Getting clarity can be frightening. Clar- ity about your problems and challenges can scare your board and staff. It can be humbling to realize that critical strategies you previously implemented are now the cause of the problems now facing your organization. Yet when you have clarity, it becomes much easier to prioritize what needs to be done to re- solve the issue or improve it.
•••••••••••••••••••••••••••••••••••• Jill J. Johnson, MBA, president and founder of Johnson Consulting Ser- vices, is a management consultant, accomplished speaker, award-winning author, and Business Hall of Fame in- ductee. She helps clients make criti- cal business decisions and develop plans for turnarounds or growth. Her consulting work has impacted over $4 billion worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information, visit
www.jcs-usa.com.
28 January 2022
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