Create Clarity So You Can Respond Quickly: Staying Strong During Times of Uncertainty

Change is happening faster than ever.

• New tools and software programs that use AI to quickly process information, automate workflows, and improve productivity are popping up every day.
• Return to the office orders are disrupting daily routines, like school drop off and pick up, and adding stress.
• People are questioning everything, looking for something different, and competition is increasing.

The level of uncertainty is up.

• Jobs that people thought they would retire from are gone.
• Private sector companies are laying people off.
• The impact of the reorganization and new regulations is still unfolding.

Fear is creeping in.

Taking a “wait and see” approach feels safe, but you are actually losing ground.

Because when the time comes to act, you won’t be ready.

Constantly reacting to what’s thrown at you takes away your power and puts you at the mercy of circumstances. This keeps you from moving forward, bypasses your strategy, and burns out your team.

What’s a CEO to do?  

Get clear on who is doing what, starting at the top. Because that’s where confusion is most costly, in terms of time, employee morale, and money.

Then work your way down to your department/division leaders and your corporate staff, the team that will have to drive change when the time comes.

And remember to get their input and communicate the final structure to the whole team.

Why?

Because, taking the time to get everyone on the same page with who is doing what will:

1. Improve productivity because everyone knows who to go to for what.
2. Strengthen your processes by clarifying leads, roles & hand-offs.
3. Put money back into your bottom line by reducing hidden costs.
4. Improve morale because people know how to be successful.
5. Highlight issues, gaps, and opportunities so you can plan.
6. Create the focus you need to move forward.
7. Give you a firmer foundation to build on.
8. Enable you to adjust quickly.

Looking at all these benefits, it’s a no-brainer.

Especially since hidden costs are easily $25,000 – $140,000 per year for a 10-person company.

Yet few will take the time to create that clarity for themselves and their team.

I get it, you’ve hired smart people, they’ve been with you for years, they get the business, and they’ve gotten you this far.

Which is all well and good. But it doesn’t mean they are operating at peak performance, or that they are totally clear on what’s expected of them.

In fact, only 45% of the U.S. workforce knows what’s expected of them at work (according to the latest data from Gallup Global Indicator: Employee Engagement – Gallup).

So, it’s no wonder that the number one thing I hear from CEOs and leadership team members when we work on role clarity is:
“I’m surprised.”
They are surprised by:

• The number of unexpected tasks they manage in a day.
• How many different functional roles, or pieces of roles, they are filling.
• This is particularly true in companies that have grown organically.
• What they are really spending their time on.
• What keeps not getting done.

Sometimes there is also confusion about priorities and what success looks like.

Now multiply that confusion by the number of leadership team members and corporate staff you have.

All of a sudden, it’s easy to see why successfully making quick shifts when circumstances change is so hard to do.

Yes, getting everyone on the same page before circumstances change is ideal.

Because you will be better prepared to assess and respond (instead of just react) and you can use this opportunity to make sure you have defined back-ups for every critical task and that everyone knows who they are.

But it’s also never too late.

If you’ve already had to significantly cut staff due to cancelled contracts or changing market conditions, getting everyone on the same page helps you make sure that everyone understands the priorities and that things don’t fall through the cracks as people take on new tasks.

No matter when you do it, get input from your leadership team and staff. They see things from different angles. Even if you don’t act on all their ideas, knowing that you value their insights helps maintain a positive culture and increases buy-in for the final plan.

Take that last point seriously.

Only 27% of U.S. workers feel their opinions count at work. When you buck this trend, your employees notice.

Finally, overcommunicate. Even when you don’t have anything new to share. It shows them that you understand they are anxious, and that you care. Which increases their dedication to you and your company as well as their willingness to shift quickly when needed.

Remember, getting everyone clear on who is doing what (including the goals and priorities) and appreciating your staff will set you up to capitalize on opportunities, handle challenges effectively, and put you ahead of your competition.

Written by Diane E. Mentzer.
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