Clarity First - You

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This document provides an overview and summary of key concepts from the book "Clarity First" about gaining clarity. It discusses what clarity is, why it is needed, and how to achieve it. Specific techniques presented for improving clarity include using the "Five P's" of purpose, priorities, process, performance and problem solving. The document also discusses different "types" of clarity in terms of being a clarity pursuer, avoider or blind. It provides tips for writing clear emails and asking clarifying questions. Overall, the document promotes the idea that clarity allows for faster and easier task completion, builds confidence and trust, and emphasizes mindfulness and metacognition as keys to operating with clarity.

Empresariales

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Clarity:
What it is
Why you need it
How to get it
www.clarityfirstbook.com
www.clarityfirstquiz.com

Clarity First Summer Webinar Series
3
www.TKMG.com/webinars + YouTube, Vimeo, and Slideshare
1 2
3 4

5
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
PURSING ORGANIZATIONAL CLARITY:
THE FIVE P’S
www.clarityfirstbook.com
www.clarityfirstquiz.com

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…YOU
Organizational clarity begins with…

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© 2018 Karen Martin | clarityfirstbook.com

CLARITY TAXONOMY
Consistently pursues clarity
as both information provider
and information recipient
CLARITY PURSUER
Type 1: Intentional deceit
Type 2: Strategic ambiguity
Type 3: Willful ignorance
CLARITY AVOIDER
Type 1: Unaware
Type 2: Aware; cannot perceive value
CLARITY BLIND
© 2018 Karen Martin | clarityfirstbook.com | pp. 221-226

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What is your primary mode of operating?
© 2018 Karen Martin | clarityfirstbook.com | pp. 221-226

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Benefits of Operating with Clarity
• Faster to accomplish tasks
• Easier to accomplish tasks well
• Less psychic energy required
• Builds confidence
• Builds trust

Percent Complete & Accurate (%C&A)
1 2 3
80% 95%50%
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Rework: Correct or Add or Clarify

Do you communicate with clarity? Do you listen for clarity?

You have a right—and a duty—to ask for clarity.
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Primary Modes of Information Provision
• Written
• Verbally
• Non-verbally

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© 2018 Karen Martin | clarityfirstbook.com
Clarity First: Communication Pathways (Chapter 7)

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Clarity First: Communication Pathways (Chapter 7)
© 2018 Karen Martin | clarityfirstbook.com

Write Clearer Emails
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1. Purpose: FYI or request?
• If FYI – why does this matter to the recipients?
• If request – for information, decision, or action?
2. Background (Concise! Relevant information only)
3. Repeat “the ask”
4. Formatting – numbered sections, bold topics, use
color font or highlighting to emphasize important
information

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Clear Email Tip #1:
State the purpose of the email, then provide details

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Clear Email Tip #2:
Number your items, include a topic, add space

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Clear Email Tip #3:
Highlight Actions/Decisions the Recipient Needs to Take

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www.clarityfirstbook.com
Chapter 6, pp. 168-209© 2018 TKMG, Inc. All rights reserved.
P D S A

Clarifying Questions via Humble Inquiry
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• Curiosity vs. judgement
• Open-ended
• What? How? (best)
• Who? When? Which? (when needed)
• Why? (be careful)
• One question at a time
• Avoid leading questions
© 2018 Karen Martin | clarityfirstbook.com

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Mindfulness:
The Key to Operating with Clarity
Paying attention—purposefully
and nonjudgmentally—in the
present moment.

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Introduction to
Mindfulness Meditation:
Clarity First, pp. 276-279

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Metacognition
met·a·cog·ni·tion:
medəˌkäɡˈniSH(ə)n
noun
Awareness and
understanding of one’s
own thought processes

Your Clarity Action Plan
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1. One thing you will do more of:
_____________________________________
2. One thing you will start doing:
_____________________________________
3. One thing you will stop doing:
_____________________________________

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www.clarityfirstbook.com
www.clarityfirstquiz.com
What could you
accomplish with
greater clarity?

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Recorded webinar: http://bit.ly/1IidQDp Subscribe: http://www.ksmartin.com/subscribe All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations. In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously. Specifically, you will learn: • How to calculate the financial impact of your improvement efforts. • Ways for improving margins (profit) through expense reduction (but not layoffs!). • Improvements that help grow your top line (revenue/sales). • How to engage executives in the process.

Lean and Your Top & Bottom Lines

TKMG, Inc.

Recorded webinar: http://slidesha.re/1tGIZaH Subscribe: http://www.ksmartin.com/subscribe Purchase the book: http://bit.ly/TOObk Effective problem solving is not an innate skill that most people are born with. Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving. The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher. This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include: • Setting a target condition • Problem clarification • Scoping and qualifying the problem • Root cause analysis Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be. As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO

Problem Solving: The P in PDSA

TKMG, Inc.

Recorded webinar: http://slidesha.re/1nOR5i5 Subscribe: http://ksmartin.com/subscribe Purchase the book: http://bit.ly/TOObk This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California. Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.

Coaching: Asking the Right Questions

TKMG, Inc.

Recorded webinar: http://slidesha.re/1kwmhx4 Subscribe: http://ksmartin.com/subscribe For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization. While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation. With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent. In this webinar, you will learn: • The mechanics of using PDSA (plan-do-study-adjust) for solving problems. • The vital role coaching plays in building organization-wide problem solving capabilities. • How to break the “telling” habit that disrespects a worker’s creative potential. • How to systematically build coaching capabilities to accelerate learning.

A3 Management: Effective Problem Solving via PDSA

TKMG, Inc.

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2. 2 Clarity: What it is Why you need it How to get it www.clarityfirstbook.com www.clarityfirstquiz.com

3. Clarity First Summer Webinar Series 3 www.TKMG.com/webinars + YouTube, Vimeo, and Slideshare 1 2 3 4

4. 4 COHERENCE PRECISION ELEGANCE

5. 5 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING PURSING ORGANIZATIONAL CLARITY: THE FIVE P’S www.clarityfirstbook.com www.clarityfirstquiz.com

6. 6 …YOU Organizational clarity begins with…

8. CLARITY TAXONOMY Consistently pursues clarity as both information provider and information recipient CLARITY PURSUER Type 1: Intentional deceit Type 2: Strategic ambiguity Type 3: Willful ignorance CLARITY AVOIDER Type 1: Unaware Type 2: Aware; cannot perceive value CLARITY BLIND © 2018 Karen Martin | clarityfirstbook.com | pp. 221-226

10. 10

11. 11 Clarity First, p. 9

12. 12 Benefits of Operating with Clarity • Faster to accomplish tasks • Easier to accomplish tasks well • Less psychic energy required • Builds confidence • Builds trust

13. 13

14. 14

15. Percent Complete & Accurate (%C&A) 1 2 3 80% 95%50% 15 Rework: Correct or Add or Clarify

16. 16

17. 17

18. 18

19. 19

20. Do you communicate with clarity? Do you listen for clarity?

21. 21

22. 22 22

23. 23 23

24. You have a right—and a duty—to ask for clarity. 24

25. 25 Primary Modes of Information Provision • Written • Verbally • Non-verbally

28. Write Clearer Emails 28 1. Purpose: FYI or request? • If FYI – why does this matter to the recipients? • If request – for information, decision, or action? 2. Background (Concise! Relevant information only) 3. Repeat “the ask” 4. Formatting – numbered sections, bold topics, use color font or highlighting to emphasize important information

29. 29 Clear Email Tip #1: State the purpose of the email, then provide details

30. 30 Clear Email Tip #2: Number your items, include a topic, add space

31. 31 Clear Email Tip #3: Highlight Actions/Decisions the Recipient Needs to Take

33. 33

34. 34

35. Clarifying Questions via Humble Inquiry 35 • Curiosity vs. judgement • Open-ended • What? How? (best) • Who? When? Which? (when needed) • Why? (be careful) • One question at a time • Avoid leading questions © 2018 Karen Martin | clarityfirstbook.com

36. 36 Mindfulness: The Key to Operating with Clarity Paying attention—purposefully and nonjudgmentally—in the present moment.

37. 37 THE CLARITY PAUSE

38. 38 Introduction to Mindfulness Meditation: Clarity First, pp. 276-279

39. 39 Metacognition met·a·cog·ni·tion: medəˌkäɡˈniSH(ə)n noun Awareness and understanding of one’s own thought processes

40. 40 Clarity and YOU

41. 41 Y O U M A T T E R

42. Your Clarity Action Plan 42 1. One thing you will do more of: _____________________________________ 2. One thing you will start doing: _____________________________________ 3. One thing you will stop doing: _____________________________________

43. 43 43

44. 44 www.clarityfirstbook.com www.clarityfirstquiz.com What could you accomplish with greater clarity?

Clarity First - You

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