Understanding the 4 Principles of Clarity

“Mitch, don’t ever ask me to merchandise again. If you do, I will say no. If you want to fire me, fire me. But I will never do something you ask if you’re simply going to tear down the work I did.”

It was a day like most days. I was setting up my team before heading out, empowering them to help guests and finish the action list for the day while making sure to offer the best service possible.

My closing manager (James) was following up to make sure he understood what needed to be accomplished, and I specifically pointed out some branding and merchandising that needed to be done with the new product we received earlier in the day. He specifically asked if I had any ideas, desires, or thoughts on the task.

I blatantly stated, “I will leave that up to you. Just make sure we highlight the new product!”

I gave high fives on the way out the door and went home satisfied with how I left my team for the evening.

The next day, I arrived at my store, took a walk around, and noticed the project that had been finished by James the previous night. It was not at all what I wanted.

Was it poorly done? No.

Was it blatantly against what I requested? No.

Did he do his best with the instructions he had been given? Yes.

But I was not satisfied.

I spent half the day undoing his work and displaying the product as I saw fit.

Later that evening, James arrived for his shift and immediately asked, “Why did you change my work? I did what you asked.” Stumbling through some words and thoughts, I tried to explain why I didn’t like his effort and that it needed to be redone.

I never apologized.

I never asked questions to better understand why he set up the product the way he did.

Instead, I proceeded to tell him he didn’t do things correctly, so I had to redo his work.

I will never forget his response:

“Mitch, don’t ever ask me to merchandise again. If you do, I will say no. If you want to fire me, fire me. But I will never do something you ask if you’re simply going to tear down the work I did.”

He was right.

I never clarified exactly what I wanted. I never asked him to explain his vision to me. I never asked for his input or ideas. I simply asked him to merchandise the new product. That was it.

And he did just that.

James worked with me for another two years following that incident. He became one of the best employees I have ever had. And he never merchandised a wall again.

James taught me a few things about clarity. These lessons have become principles over my decades of leadership. They are principles that every leader should follow to create an environment of success and empowerment.

1- When you lack clarity in defining jobs, projects, roles, and responsibilities, you relinquish your ability to hold people accountable.

It is impossible to hold someone accountable for something they do not know or understand. Yet far too many leaders give little clarity and show anger or disappointment when their employees meet the standard of lack of clarity.

The responsibility of clarity lies on the shoulders of those in leadership positions. Period. There is no in-between or indecisiveness here. As a leader, it is solely your responsibility to provide clarity for each of your employees.

2- Accountability only matters when it is stated, not assumed.

This may surprise you, but not a single person under your leadership has the ability to read minds. It doesn’t exist.

Assumptions are the enemy of greatness and success. You cannot thrive when you live by the rule of assumption.

To have the right to accountability, you must provide clarity of vision, clarity of responsibility, and clarity of expectation.

3- If you pay attention, your employees will make you a much better leader.

Pride can often get in the way of learning.

Pride is the opposite of learning.

The path of learning is only available through the door of humility. To become a leader of compassion and empathy, you must be constantly learning, growing, evolving. You must stay curious about the things and people that can challenge your current state of being.

4- Ask how you could have done it better.

Anytime I see a leader who asks their people how they can be a better leader, I see someone who truly understands and appreciates the position of leadership.

You are being entrusted with the thoughts, emotions, and well being of others.

To think you have all of the answers, to have the audacity to hold someone accountable for something you have not clarified, or to change the work of an employee behind their back is cowardice at best.

They don’t owe you anything. You owe them everything.

Understanding this is the difference between a great leader and someone who simply has the title of leader.