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According to Lencioni, creating clarity is the most critical communication element within any organization (Lencioni, 2012). “The tendency to apply twenty-twenty hindsight to success falsely leads people to think that intelligence and precision, rather than clarity, are key” (Lencioni, 2012, p. 101). The purpose and goal of clarity is alignment. “Alignment is about creating so much clarity that there is little room as possible for confusion, disorder, and infighting” (Lencioni, 2012, p.95). Many core leaders of an organization may agree on an overall goal, but the strategy and plan to reach that goal may differ depending on the individual’s focus, experience, and area of expertise. Therefore, clarity allows the group to be on the same page.

Lencioni’s six critical questions are meant to facilitate clarity within an organization:

1. Why do we exist?

2. How do we behave?

3. What do we do?

4. How will we succeed?

5. What is most important right now?

6. Who must do what?

Of these six critical questions, the two most effective ways to communicate clarity are answering why we exist and what is more important right now. The question of why we exist speaks to an organization’s purpose. According to Lencioni, groups should clarify their reason for being, and their reasoning should be idealistic instead of generic and industry/corporate jargon (Lencioni, 2012). Purpose is paramount to any organization – or individual, for that matter. “In whom also we have obtained an inheritance, being predestined according to the purpose of him who worketh all things after the counsel of his own will (Ephesian 1:11). Knowing purpose helps give a person or group greater clarity of direction, focus, and action steps in pursuit of fulfilling that purpose (Isaiah 43:7). Every group, company, corporation, or church should exist to contribute to make the world a better place (Lencioni, 2012).

The second most effective way of communicating clarity for this author is by answering the question, what is most important right now? “If everything is important, nothing is important” (Lencioni, 2012, p.141). Lencioni advocates that groups adopt thematic goals to answer this question and communicate clarity. According to Lencioni, a thematic goal is an organization’s rallying cry and has three distinctive qualities (Lencioni, 2012). A thematic goal must first be a singular item or area of utmost importance. It is qualitative, meaning it should not have numerical goals at this stage assigned to it to allow for greater creativity and flow of ideas. It must be temporary – three to twelve months for development. “Any time less than three months is more like a fire drill” (Lencioni, 2012, p. 121). The thematic goals must also have defined objectives, which serve as steps of action and a direction for the group. These two critical questions allow a team to become more cohesive and provide a temporary strategy and focal points for the team to achieve and build upon later.

References

King James Bible (2017). King James Bible Online. https://kingjamesbibleonline.orgLinks to an external site. (Original work published 1769)

Lencioni, P. (2012). The advantage: Why organizational health trumps everything else in business. John Wiley & Sons, Incorporated

Matthew Page

YesterdaySep 12 at 12:23pm

Manage Discussion Entry

Building a cohesive and engaged staff is mostly dependent on effective communication and reinforcing an organization’s mission. Disciplines 3 and 4, “Overcommunicate Clarity” and “Reinforce Clarity,” in Patrick Lencioni’s “The Advantage,” highlight the importance of these features. Two strategies that are very successful at improving organizational clarity are consistent, open communication and the alignment of rewards and recognition. The first step in integrating the organization’s mission into its culture is regular, open communication (Lencioni, 2012). It entails continuously outlining the organization’s mission, values, and strategic goals to every employee. The goal is to have an ongoing discussion, whether through team meetings, email updates, presentations to the entire organization, or internal publications. Such communication makes sure that each employee is aware of the organization’s objectives and understands how their specific roles fit into the bigger picture (Lewis, 2019). Communication transparency is extremely important since it promotes commitment and trust. Employees feel more strongly connected to the mission of the company when they are informed and engaged.

Tying rewards and recognition to the purpose acts as a potent instrument for reinforcement. Employees are more inclined to support and priorities the organization’s mission when they can see a clear connection between their performance and it. Different strategies, like as performance bonuses, promotions, or recognition programs linked to actions and accomplishments that support the objective, can make this alignment manifest. By doing this, organizations not only inspire their staff members but also ensure that daily decisions and actions reflect the importance of the mission (Lencioni, 2012). The workforce in a workplace become more engaged and focused in their tasks when the importance of an organization’s success dawns to them. The conformity of these two techniques remains a puzzle to many leaders and organizations. By ensuring that everyone understands the purpose and setting clear expectations for communication, rewards and recognition help embed the mission’s value in the very fabric of the organization (Lewis, 2019). Combining these two elements’ results in a culture where the mission is not just a banner on the wall, but a guiding principle ingrained in everyone’s minds and hearts.

In conclusion, improving organizational mission clarity is a continuous effort rather than a one-time project. This clarity is reinforced by the alignment of rewards and recognition, which acts as the foundation upon which it is built. Together, they foster a culture where workers not only comprehend the mission but actively participate in its fulfilment. Success becomes not just conceivable but nearly certain when an organization’s workforce is motivated by a common goal. The views of Patrick Lencioni serve as a reminder that clarity is not a luxury but rather a prerequisite for successful organizations.

References

Lencioni, P. M. (2012). The advantage: Why organizational health trumps everything else in business. John Wiley & Sons.

Lewis, L. (2019). Organizational change: Creating change through strategic communication. John Wiley & Sons.