A leader’s success hinges on two critical responsibilities:
- Achieving clarity about what they want from each team member.
- Effectively communicating their clarity.
Too often, leaders neglect to take the time to define their expectations, leading to confusion and misalignment within the team.
Stephen Covey’s principle of “Begin with the End in Mind” underscores the importance of knowing precisely what you want to achieve before taking action. In leadership, this means clearly articulating the goals and outcomes expected from each team member.
When leaders lack clarity, they cannot expect their team to deliver the desired results. This lack of clarity often stems from the mistaken belief that team members will intuitively understand what is required of them. However, without explicit guidance, team members may interpret goals differently, leading to inconsistency and inefficiency.
Clarity dramatically increases the likelihood of achieving desired outcomes. One might consider this principle in the context of prayer: when we are clear about what we ask for, it likely subliminally enhances our focus and aligns our actions with our intentions, potentially increasing the chances of achieving what we seek, with or without divine intervention. Similarly, in leadership, a leader who is clear and communicates that clarity empowers their team to work toward a shared vision, enhancing collaboration and performance.
Consequently, leaders must prioritize getting clear about their expectations and engaging in rich communication with every member of their team. By doing so, they lay the groundwork for a verbal contract that guides team members toward success, ultimately achieving the leader’s and the organization’s goals..
Contract
Once a leader is clear about what they want from a team member, they should initiate one-on-one conversations to communicate precisely what the team relies on them to achieve. During these discussions, the leader must ensure:
- The assignment is clear and unambiguous.
- They believe the person can accomplish the task.
- They want the person to take on the task.
After explaining, the leader asks the team member to repeat back what they heard to confirm understanding. Repeat this process until both parties are aligned. The leader must also verify that the team member genuinely wants to complete the task and believes in their ability to do so.
This mutual understanding forms a verbal contract, establishing the team member’s commitment to the task, which is then documented in their performance goals.
Two additional factors ensure success:
- Resources: The leader provides necessary resources such as time, training, personnel, funding, accountability reviews, and advisors to support the team member.
- Incentives: The leader motivates the team member by offering rewards like praise, performance bonuses, promotions, or celebratory events (e.g., dinner with the boss or a trip) upon successful completion.
The following graphic presents a way to visualize the steps outlined:
Govern
The primary reason things go wrong is lack of management attention. A wise leader regularly checks in to ensure that front-line actions align with expectations. Make it clear that you are on your team member’s side and that your sole interest is their success. Offer tangible support to demonstrate your commitment, such as sharing your best thinking in the form of notes or drawings or providing key insights and ideas. Encourage your direct report to internalize your input and develop it further as if it were their own.
Effective governance involves regular, structured check-ins between leaders and their direct reports. Leaders should schedule consistent one-on-one meetings with each team member, ideally lasting around 90 minutes and occurring weekly or bi-weekly. Choose a time that is easy to keep, such as 7:30 a.m. every other Monday, and make it a priority to hold these meetings consistently. Reschedule only if necessary and commit to making up any missed sessions. While meetings may occasionally take less time than scheduled, any time saved is valuable.
These meetings should be focused and free from distractions or competing agendas. Avoid combining them with meals, though informal lunches together are beneficial for relationship-building.
During the Meeting:
Team Member’s Presentation:
- Review Priorities and Progress: The team member presents their priorities and progress from the previous period, supported by metrics. The leader’s role is to ask questions like, “How is it going?” and “How do you know?”
- Discuss Top Priorities: The team member outlines their top three to five priorities. Engage in a detailed discussion about these items, emphasizing what is happening and how it is progressing. The leader should actively demonstrate support and teamwork, offering resources, training, introductions, and other assistance as needed.
- Agree on Next Steps: Collaboratively decide on the top items, next steps, and specific actions to be taken. The leader should also determine how they can assist in achieving these goals.
Leader’s Presentation:
- Share Leader’s Priorities: In about 15 minutes, the leader shares their top three to five priorities. This transparency keeps the team member informed and involved in the bigger picture, helping them understand what the leader is doing for the team’s benefit.
- Discuss and Solicit Input: Discuss the points raised until there is mutual clarity. Invite input and advice from the team member, valuing their perspective and insights.
- Commit to Follow-Up: The leader commits to keeping the team member informed about any developments related to their discussion and what the leader is doing that may affect them.
By setting aside regular time for these focused conversations, leaders can maintain alignment, foster collaboration, and ensure everyone is working toward shared goals. This structured approach reinforces a sense of team unity and enhances overall performance.
The following graphic is a way to visualize the steps outlined above:
Summary
Failing to both contract and govern effectively is a recipe for calamity. Without clear agreements and regular oversight, teams are likely to encounter misalignment, confusion, and inefficiency. Contracting ensures that expectations are explicit and mutually understood, establishing a strong foundation for success. Governing maintains focus and momentum by providing the guidance and support necessary to navigate challenges. Together, these practices empower leaders to create a cohesive and high-performing team. By prioritizing both contracting and governing, leaders can avoid pitfalls, foster collaboration, and drive their organization toward achieving its goals. Neglecting these essential practices leaves teams vulnerable to chaos and missed opportunities.
