To be Unclear is to be Unkind


Nothing is more frustrating for a person, than to have no direction.  Any leader who doesn’t give clear direction is not really viewed as a leader by their people.  Just because you understand what is going on doesn’t mean that will translate over to the others who depend on you for direction.  You can’t just assume they will see what you see unless you communicate it.  It’s not just “understood”.

One of my biggest regrets in my career was being unclear. For more get the eBook:

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15 thoughts on “To be Unclear is to be Unkind

  1. Rajiv says:

    I think we have all been faced with this situation, that of being unclear and, having unclear leaders.
    Unclarity is okay for a bit, as we all search for answers and solutions and direction from time to time. However, the general/overall direction should be clear always, and the basic principles should not be compromised

  2. Gede Prama says:

    Dear friend, Thank you very much, I was really happy to have been following your blog. I’m still a lot to figure out, and here I can only say that you are an awesome blogger, full Inspiring and hope you can inspire more readers. Thanks and greetings compassion from Gede Prama 🙂

  3. viewsplash says:

    Reblogged this on Views Splash! and commented:
    Someone needs to read this and most people will know who!!!

  4. I completely agree with you. A leader should be clear with vision and direction, caring and skilled. Good post!

  5. Such a very good point. It’s like those that drop hints expecting others to read their minds. It doesn’t work that way! Being clear and direct is so much better!

  6. adwettrick says:

    Thanks for bringing this to my attention. I will be mindful of being clear in my work environment.

  7. Reblogged this on bruceehoffman and commented:

  8. Mike Rodbell says:

    Interesting post. I think you have to be careful about the nuances of your statement. For example, if you’re able to be clear at the appropriate level of abstraction, that’s great. Agreeing to role appropriate goals and objectives is great. A large part of this success relates to not only knowing what you are seeking, but forming that through a constructive dialog in which you spend significant energy listening to the individual in question.

    I’ve worked in organizations where clear can mean something altogether different. To some, it means being extraordinarily prescriptive. My view is that’s shamefully wasteful, and unfortunately not all that uncommon.

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