Right now, many teams are doing such important work while priorities shift, expectations grow, resources feel tighter and decisions keep evolving.
The disconnect we are seeing in our work with teams is often not because people don’t care. Usually, it’s the opposite.
People care deeply. They are working hard. But when everything feels important, they are left trying to work out for themselves where to put their energy. That gets tiring, fast.
Microsoft’s Work Trend Index found that 68% of people say they struggle with the pace and volume of work.
Leaders cannot always create certainty in change. They cannot always give everyone the full picture. But they can create clarity.
Clarity on the why: what matters most, and why it matters now.
Clarity on the what: what needs our best attention, and what can be paused, stopped or simplified.
Clarity on the how: how we will work together, make decisions, communicate, and keep learning as things change.
I often think of change like moving through fog. Probably because you usually need your brightest headlights on. You may not be able to see the whole road ahead. But a few clear markers can make all the difference. Enough visibility to take the next step, without being able to see the whole journey. That is what clarity gives teams. Not perfect certainty, but enough shared understanding to focus energy, move forward and reduce friction.
So a useful question for leaders and teams might be:
What do we need to make clearer, so people can do their best work with more focus and less distraction?
By Cass Coulston