I’m the new kid on the Forbes block. I write about clarity, its power to improve everything from growth to employee engagement, why it is so uncommon, and how to create it. I didn’t label my talent for clarity until I started my business a little over a decade ago, but the evidence goes way back. Some people, like my elementary school principal, confuse belligerence with clarity. I’ll never forget the day our lunchroom ladies started withholding dessert until we cleared our plates.
Iraq is a mess. Much of the blame lies with the TE-TBD Syndrome. Too Eager To Be Done. It affects all of us. Not just a weary President faced with declining public support, increasingly frustrating Iraqi leadership, and a war he never wanted. We all wanted to be done with Iraq, some much sooner than others. It doesn’t matter. When we are Too Eager To Be Done, we stop investing the time, energy, and resources needed to continue learning, make smart decisions, manage risks, and successfully wrap up what we’ve started. Too Eager To Be Done Syndrome leads to wishful thinking, dismissal of key indicators, and hand-waving. We are bored, tired, and eager to move on. We want it out of sight, out of mind. That’s when things fall apart. Iraq. Your employee engagement project. The platform consolidation effort. That massive training program that never changed anything. Big launch. Slow fizzle. To avoid TE-TBD, you must recognize when you are succumbing to its power. Before you start dropping the ball, dismissing the issues, ignoring those employees who’ve invested their hearts and hours, and gearing up for the next shiny yellow project. When you get that first strong Urge To Be Done, take notice. Figure out why you feel the way you do. Was the consolidation effort really a bad idea or is it your implementation methods that need tweaking? Hold up the mirror, reexamine the original objectives, and invoke the discipline to make conscious, informed decisions that consider more than the obvious options and consequences. Note also that there is energy in that Urge To Be Done. Harness it to increase your focus and determination. Find a new champion, change up the team, jack up the volume on the progress indicators. Backing down may be the right thing to do.… read more →
“How will we know when we are done?” When I meet prospective clients, this question immediately follows those focused on objectives. I want to know exactly what my clients hope to accomplish and then I need to be sure we are in complete agreement as to what we would see if we were making progress and how we would know we were finished. Since I don’t simply deliver prepackaged content and since I am totally outcome focused, I can’t operate any other way. What I don’t understand is why anyone would want to operate any other way. When you launch a big employee engagement program, how will you know when you are done? And don’t tell me you will survey all employees, scrutinize the results, and identify needed changes. Those are tasks and inputs, not outcomes. Will attrition decrease? Will employees volunteer for greater responsibility or encourage their friends to join the company? Will you be called in to fewer low level decisions? What would constitute real evidence that you have engaged your employees?
In addition to authoring five books, Ann Latham has written numerous published articles. Below are some of those articles. If you would like her to write for your publication, please contact Ann. Forbes.com, “Managers And Knowledge Workers Have It Tough And Here’s Why” August 2021 Management Today, “How To Find Clarity As A Leader” July 2021 Forbes.com, “Clarity Is Important, But We Are Clear Enough, Right?” July 2021 Forbes.com, “Are CEOs Naturally Clear?” June 2021 Forbes.com, “Leaders Can’t Afford To Be Clarity Blind – Though Most Are” June 2021 Forbes.com, “How Could I Not Have Known” November 2020 Forbes.com, “8 Decisions That Aren’t Really Decisions And Lead To Failure” November 2020 Forbes.com, “Fighting Facebook Fury” November 2020 Forbes.com, “Divided—You, Me—But We Don’t Have To Be” August 2020 Forbes.com, “The Antidote To Outrage” May 2020 Forbes.com, “How Not To Micromanage Remote Workers” April 2020 Forbes.com, “What You Need To Know About Trump’s Tweets” December 2019 Forbes.com, “Are You Sure You Are Qualified To Hire The Right Employee?” June 2019 Forbes.com, “Hate Giving Feedback? Embrace The Disconnect Principle,” March 2019 Forbes.com, “Check Your Self-Limiting Beliefs At The Door,” August 2018 Forbes.com, “The Secret To Super Effective Employees,” June 2018 Forbes.com, “10 Signs You Aren’t As Clear As You Think You Are,” May 2018 Forbes.com, “7 Secrets For Getting Buy-In From Difficult Groups,” May 2018 Forbes.com, “What They Forgot To Tell You In School About Getting The Right Answer,” May 2018 Forbes.com, “Clarity For Lease – The Silver Bullet For Greater Profit And Productivity?” May 2018 Forbes.com, “Don’t Fall For ‘Actionable Strategy,” May 2018 Forbes.com, “Are You An Authentic Leader?” May 2018 Forbes.com, “Retirement Advice Young Leaders Need To Hear Now,” May 2018 Forbes.com, “Mediocre Is The New Fabulous,” May 2018 Forbes.com, “9 Ways Clarity Fuels Self-Confidence,” April 2018 Forbes.com, “Why Debating Pros… read more →
Ann Latham is an expert in creating strategic and organizational clarity. Clarity improves productivity, performance, and profits. It creates commitment and energy. It generates confidence and increases employee effectiveness and satisfaction. Where wouldn’t your organization benefit from that kind of clarity? Ann hit another home run. We wanted to close gaps in roles and responsibilities, reduce confusion, and improve efficiencies and alignment. When my manager’s wanted a shift in emphasis, Ann was able to seamlessly adapt her approach as if part of the original plan. We tackled more thorny issues and created more clarity than I ever thought possible. We learned by doing. In some cases, we were able to implement new processes same day. In fact, some supervisors absolutely couldn’t wait to get started. I’ve worked with Ann before. When I need pragmatic changes that will stick, I call Ann. I know I’m going to get what we need. Whatever she would say about herself, I would say she is too modest. She’s the best. – Perry Walraven, President and CEO, Performance Controls, Inc., a Subsidiary of Hitachi Medical Corporation Strategic Clarity You can’t make a difference or improve operations effectively unless you know what you are trying to accomplish. Strategic clarity starts with strategic thinking and must be followed by planning and alignment. Ann’s clients enjoy: Energizing new perspectives and strong strategies Logical, effective decision processes that inspire confidence and ensure commitment Silo-busting collaboration Pragmatic plans Accountability and management practices that turn goals into results Maximally Effective and Loyal Employees Millions and millions of dollars are being spent every year in pursuit of improved employee engagement survey results. Unfortunately, these companies are barking up the wrong tree. Instead of encouraging employees to focus on whether management is paving their road to success, Ann’s clients are creating an environment where employees: Take responsibility for their own success Are inspired by challenges and… read more →
There is much talk these days of engaging employees. Businesses hire consultants to increase employee engagement. HR departments develop programs to engage employees. What the heck are they talking about? I say don’t waste your money or your time. Engaging employees for the sake of engaging employees is ridiculous. Like team building, the approach often involves a lot of funky exercises, many of them dreaded by the employees, the vast majority of them resulting, at best, in temporary enthusiasm. And then everyone returns to their desks, to the daily grind, to their old habits, to existing constraints. And absolutely nothing changes. Why do you think you need to increase employee engagement? What problem are you trying to solve? What bar are you trying to raise?