4 Questions When Seeking Clarity
Leaders with clarity are like the Loch Ness Monster. Even when you see one, you’re not sure they’re real.
Confusion is good when you stop and reflect. Confusion is dangerous when you put your head down and pedal harder.
The wrong question:
“What should I do?” is the wrong first question. There are a million things you could do. Five hundred thousand are perfectly acceptable.
You amplify confusion when you multiply options.
The first question to clarity is about identity, not options.
Before you ask, “What should I do?” ask, “Who am I?” Who you are informs what you do. Identity determines function.
“Leadership is a matter of how to be, not how to do.” Frances Hesselbein
You can’t do the ‘right’ thing until you know who you are. I’m not talking about morals. I’m talking about what’s right for you.
4 questions:
#1. Who do you aspire to become?
Take the ‘who am I’ question to the next level. Who do you aspire to become? Reflect on how you want to contribute to the world. What will be true of the world if you achieve your aspirations?
Don’t focus on organizations and bank accounts. Focus on people. How will the world be better if you achieve your aspirations?
#2. What do you love?
I met a leader yesterday who has loved the weather since he was seven. He works for NOAA. He said, “I can’t believe I get to do this every day.” He’s probably related to the Loch Ness Monster.
#3. What are your talents?
You were born with aptitudes and inclinations. Don’t get into needlework if you hate details.
#4. What opportunities are available?
Clarity comes as you step forward. Don’t wait for perfect opportunities.
Clarity is saying ‘yes’ to a few things and ‘no’ to a million good things.
How might people find clarity in a confusing world?
Image source: File:Loch Ness Monster.jpg
Amazing
Dan, these are very useful questions. I’ll be passing this along to others. I know some guys who feel stuck, and these questions could help them make some progress.
How might people find clarity in a confusing world?
Separate–
Facts from feelings
Needs from wants
What you want to achieve from how you will achieve it
What you think from what others think
What you and others say from what you and others do
Dan,
I really enjoyed this article. My research company is rolling out a new performance management system and I’m helping to do some of the training for staff managers, My hope is that this new system is useful in helping people identify what truly matters to them personally and professionally and find ways to align what they do an a daily basis with those dreams and desires. I don’t want to seem like Pollyanna here, but if a majority of our staff could begin to feel like the NOAA scientist, “I cant believe I get to do this everyday” I would feel like we did it! Thanks for all you do to inspire, challenge and clarify!
I think the thing is most people haven’t been aspiring the sweep the road, make coffee or fry burgers since they were seven years old.
Many organisations provide clarity by making the identity of the individual and their loves, aspirations etc. irrelevant. If you make It’s much simpler if it’s all about the product.
Just what I needed today. Thank you.
DMB
Who do you aspire to become? The best Grandpa I can be. What do you love? Solving challenges presented to me in work and non work situations. What are your talents? Always thinking outside the box and taking the less traveled harder road in searching for solutions for my challenges. What opportunities are available? The opportunities are endless in the market I work in (Which is the Utility side of the Renewables market) because of the severe lack of skilled and knowledgeable staff across all areas and the lack of said staff able to think outside the normal box on challenges that come up.
Great questions and really helpful for any leader, thank you!
I’m trying not to nitpick (and maybe the spellings are interchangeable) but it is Loch Ness.
If you run a company, a department, or a team, and you look at the company/dept./team as an individual, than all of this applies to that company/dept/team just as it would to us as individuals.
I’ve been part of a few depts and teams that can’t answer these questions, beyond our purpose being able to cater to what we think the higher-ups want us to be, or what the leader of the group thinks we should be to make them look like we are helpful and providing value.
Being helpful can be valuable.
However if we working very hard handing out fish when we really want autonomy, then we may be a hindrance to the real objective.
The 4 questions can be asked to determine what is possible by the team/dept/company with the people it has, to head toward the objectives that group is paid to work towards.