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Ambiguity Breeds
Mediocrity
I have a friend who leads a Human Resources
consultancy. He often uses the phrase: “Why don’t employees do
what they are supposed to do?” to market his services. I have
told him that he should add “Why don’t bosses explain what
they really want?” to the mix.
When it comes to getting things done with
people, ambiguity breeds mediocrity. Employees and managers alike
become frustrated when expectations are not met. The problem arises
because of a breakdown in communication. The more ambiguous goals
and expectations are, the greater the chance for an average or worse
outcome.
However, effective communication is a two way
street.
In some cases, employees do not clearly
understand goals and expectations and don’t take the time to clarify
the situation with their boss. In other instances, employees are
consciously or subconsciously comfortable with the ambiguity. They
avoid clarity and are content to do what they think is necessary because
when ambiguity exits, accountability is reduced or eliminated.
On the other hand, supervisors are often guilty
of thinking they are on the same page as their team, when in reality they
have not provided the necessary specifics to ensure success. Or they
do not empower employees to think and make decisions that could improve
outcomes.
Leaders need to provide clear direction and
ensure clarity of expectations. They should talk openly with team members
about what the outcome of the project should be, when it will be
completed, and what employees should do if help is needed or when they hit
a road block.
Managers should involve the employees in setting
deadlines as well. Often, employees will offer a tighter deadline
than the manager expected. If they ask for a later deadline, you at
least gain an understanding of why they think more time is necessary and
you find out sooner rather than later.
Ultimately, leaders should use a combination of
communication tactics, rather than just a meeting, email or telephone
call. Combining face-to-face and written correspondence gives team
members the benefit of both verbal and non verbal communication, the
chance to interact, and specific details in writing.
If you are the person receiving the instructions, you, too,
have a responsibility to clearly define the expectations. Repeat
back to the leader what you think is expected and obtain agreement on
goals, expectations and action steps to be completed. Ask what you
should do when you encounter a ‘bump in the road’ because you
inevitably will.
Move off the path to mediocrity.
Communicate clearly, reduce ambiguity and make a commitment to
excellence.
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