Clarity is key in building and sustaining a high-performing culture. For leaders, this means making sure messages are clear and understood — not ambiguous or confusing — and that everyone knows what they’re supposed to do and how it contributes to the organization’s objectives. Clarity is vital in each part of the organization, and it applies to everyone.

 (Here, I am talking about clarity as it relates to the workplace. However, the principles certainly apply to life in general.)

Peter Drucker (1909-2005), whom many consider the “father of modern management,” and others suggest organizations answer questions in the realm of, What is our mission (why do we exist)? Whom do we serve? What do they value? Also, How do we behave? What are our outcomes? What is the plan? All are good questions to ask. My experience is that to implement actions to achieve an organization’s results, it helps to answer additional questions for each individual leader. This brings clarity to the level that drives performance.

My suggested questions are below.

1. Does the leader know exactly what they are to achieve and by when? I suggest aiming for no more than five to seven outcomes. Fewer is better. For example, let’s say leaders are experiencing higher-than-expected cost of goods. What is the “cost of goods” goal? By when should it be achieved? This builds self-awareness. 

2. Does the person understand the measurement being used to track performance for achieving the goal(s)?

3. Here is the big question (or rather set of questions) around skill building: What are the skills necessary to achieve the goal(s)? What will it take for the person to acquire the level of skill needed to achieve the goal(s)? Can they acquire the skills? Can they do so in the time needed to achieve the goal(s)?

4. In addition to the investment in skill building, what does the leader need to achieve the goal(s)? This may include resources, information, and the cooperation of other leaders and departments.

5. Closely aligned to number four, another good one to dig into is, What barriers will keep the leader from achieving the goal(s)?

6. How can I be helpful? It is important to know what leaders need from us in order to succeed–and that we do all we can to provide it.

These questions lead to better clarity for leaders on what good performance looks like and what it takes. My experience is that most people have good intentions. They want to do a great job, meet their goals, and help the organization thrive. When we help them get clear on what is expected, what skills and resources are needed, what barriers may exist, and how they can be helped, it creates a success-rich culture.

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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book “Building a Vibrant Community” is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home. He can be reached at Quint@QuintStuder.com.