Good communication is a key to success in any endeavor. Yet in the business world there is often the sort of “failure to communicate” referenced in the movie “Cool Hand Luke.” That failure in the movie resulted in the premature demise of the hero. In real life, when leaders are unclear about their expectations, employees […]
Good communication is a key to success in any endeavor.
Yet in the business world there is often the sort of “failure to communicate” referenced in the movie “Cool Hand Luke.” That failure in the movie resulted in the premature demise of the hero.
In real life, when leaders are unclear about their expectations, employees often muddle through blindly, work at cross-purposes or pursue unintended, unproductive directions. The result is poor organizational performance, if not an early obituary for the leader and his or her vision.
Ambiguity is pervasive in every organization, but is rarely recognized and poorly remedied — keeping organizations from achieving success.
For example, most business leaders will say their top priorities include service and customer satisfaction. Yet seeking improvement in those areas without being clear on what you mean by them is a fool’s errand.
To make the journey from ambiguity to clarity, leaders need to do the following:
- Define what “service” means. Ask any 10 employees, representing different levels and functions, for their one-word definition for service. You are likely to find at least eight unique responses.
If we can’t even agree on what service means, how will we achieve excellence? Define all work as products that can be unambiguously characterized, measured, and improved. This focuses on deliverables, not activity.
- Know the customers. Ask those same employees who “the customer” is and you will get a similar lack of consensus. Who is to be satisfied? Are all customers equal in priority? How does ambiguity affect performance of the employee, the department, and the enterprise? The solution is to identify which of three roles a person can play with any product: end-user, broker, or fixer. Empower and seek to satisfy end-users first.
- Make sure your company has a customer-satisfaction policy. If customer satisfaction is a top priority of leadership, does the organization have a customer-satisfaction policy? Sadly, I have found in over 30 years of cultural-transformation work that fewer than 2 percent of organizations can answer yes to this question. They do have policies on hiring, money management, quality, supplier selection, cost control, and myriad other issues. But not on customer satisfaction. With no policy on it, how important can customer satisfaction really be?”
Ambiguity can cause chaos, confusion, conflict, and unproductive competition in an organization.
Robin L. Lawton is a leadership strategist, executive coach and motivational speaker. (www.C3Excellence.com). He is the author of “Mastering Excellence: A Leader’s Guide to Aligning, Strategy, Culture, Customer Experience & Measures of Success.”
