Ann Latham is the founder of Boston-area consulting firm Uncommon Clarity, Inc. and author of The Power of Clarity. Ann spent the first half of her career working in high-tech companies, beginning as a software engineer and winding up reporting to the CEO and leading cross-functional and cross-divisional efforts to set strategy and make operational improvements. Ann shares how to create clarity within your organization to increase productivity, increase your confidence and effectiveness towards people, and empower your employees to maximize their contributions.

Key Takeaways

[3:00] Ann shares her experience hiking through the Swiss Alps and her greatest takeaway from it.

[6:15] The feeling of clarity is rare in today’s times where things seem to be more complicated. Ann explains why that is.

[7:55] All activities that are moving cognitive objects are inefficient and ineffective because there is no clear process in making decisions.

[9:00] Ann talks about how to get more formalized processes into cognitive activities in a business or organization.

[10:45] There are a lot of tools we could use but there is no one way to create a strategy.

[12:40] Ann shares how to break the cycle of busyness.

[14:45] She also talks about the three different ways you can create clarity as a mid-level leader.

[15:55] There are only five effective ways to deal with too much workload. Ann explains each one of them and adds that number six is called, “wishful thinking.”

[18:40] Patience vs. Clarity. Ann shares an example of what clarity really means: to not need patience.

[22:05] Patience is important when you are asking for people to change their behavior or to understand new concepts.

[24:05] Some leaders might not have an idea how to create clarity so they have no idea how to teach someone else to be clear. Ann shares her evolution from when she was just starting as a consultant.

[25:25] She urges leaders to read her book to understand why they aren’t being clear enough and learn the techniques she has.

[26:20] Ann shares the two reasons why big decisions are rarely big decisions.

[30:15] Using a disciplined decision-making process can help define which decisions are the critical ones. Ann shares four steps on how to do that.

[33:35] A lot of what Ann shares falls into common sense but leaders can still lack the level of specificity required to make things clear.

[35:30] Ann explains further what is the dynamic between creating clarity as a leader vs. as an employee.

[37:50] Everyone hates meetings and Ann uses this as an example to distinguish clarity. Everyone should know what must be different when they are done.

[42:00] Ann also talks about two ways people delegate and the key to no-risk delegation.

[44:55] Listener Challenge: We are not as clear as we think we are. The power of clarity creates a huge opportunity.

---

Quotable Quotes

“If you think about asking people how they make decisions, you’ll get as many answers as the number of people you ask. There isn’t a shared clear method for making decisions.” Share on X “The farther you get from the production processes, the less clear we are.” Share on X “If you’re not specific enough and you’re running in too many different directions, you don’t create clarity at all. You create a mess.” Share on X “They (the mid-level leaders) have to push back. And by pushing back, they help themselves and they also help the people who report to them.” Share on X “If you break things down into what those cascading decisions are, you can get into places much faster.” Share on X

Resources Mentioned

• Theleadershippodcast.com
• Sponsored by: Darley.com
• Uncommonclarity.com
• Ann on Linkedin
• Ann on Twitter