Transformation Leadership Episode 6: Clarity is Underestimated (big time!)

The Two Types of Clarity: Foundational and Evolving

Let’s start by breaking down the difference between foundational clarity and evolving clarity, and why each plays a distinct role in successful transformation.

1. Foundational Clarity

Foundational clarity is the bedrock of any transformation. It’s the up-front, non-negotiable understanding of the core elements that guide every aspect of the program. Foundational clarity should answer questions like:

• Why are we doing this?
• What are the design principles?
• What are we aiming to achieve, and what does success look like from all perspectives?
• What mindset and cultural shifts are needed to make this work?
• What are the critical work packages, and what does the journey look like?

This foundational clarity sets the stage. It’s the kind of clarity that isn’t flexible—it doesn’t evolve as the program moves forward, and it shouldn’t be vague or open to interpretation. This clarity provides every team member with an unambiguous understanding of the purpose, outcomes, and non-negotiable principles guiding the transformation.

Unfortunately, while many transformation leaders believe they’ve established foundational clarity, a closer look often reveals that this clarity is still far too high-level. It might sound good in concept but is disconnected from the day-to-day reality of those responsible for execution. Business units and frontline teams often describe it as “conceptually reasonable” but lacking enough detail to provide meaningful direction. Without this foundational clarity, transformation programs frequently lose momentum, struggle to create alignment and face the same obstacles repeatedly.

2. Evolving Clarity

Evolving clarity is different; the understanding grows as the program gains forward momentum. As leaders and teams work through the transformation, they gather insights about the context, challenges, and opportunities unique to the program and the organization. This clarity enables leaders to adjust their approach, refine tactics, and make the necessary tweaks to stay aligned with the evolving context without losing sight of the foundational clarity established at the outset.

Evolving clarity allows for flexibility, making room for lessons learned, market changes, or shifts in organizational dynamics. It’s about being open to adjustment based on new information while keeping the foundational elements intact.

This does not mean that the foundational clarity elements cannot be changed. However, this should be minimal if the right work is done upfront. Should changes happen to the foundational clarity elements, we need to pause and think through the consequences, not just push through.

Why Foundational Clarity Is So Often Misunderstood

In my work with transformation leaders, I’ve found that while many believe they have established foundational clarity, it’s often still too high-level, leaving it open to interpretation. Leaders may be clear on the 12- to 18-month end vision, but when it comes to what needs to happen in the next 30 days, who is responsible, and how progress will be measured, the clarity falls short.

This lack of precision means different teams interpret the goals and priorities differently, leading to misalignment and rework. Business line or unit leaders may say that the vision is inspiring but feel it’s disconnected from their work and responsibilities, providing little guidance for immediate action. Transformation leaders must dig deeper, creating foundational clarity that provides clear, actionable direction for everyone involved.

The Consequences of Lack of Foundational Clarity

Without foundational clarity, transformation programs suffer from several recurring problems:

1. Misinterpretation and Rework

When foundational clarity isn’t precise, teams interpret goals in their own ways, often leading to conflicting approaches. As discrepancies arise, leaders must re-align teams, causing unnecessary rework and loss of momentum. Constantly trying to regain clarity on foundational elements only adds complexity, ultimately slowing down progress.

2. Lack of Accountability

Foundational clarity establishes not just what needs to be done but who is responsible for it. Without a solid framework of accountability, transformation programs become increasingly hard to manage. Leaders may find themselves in a position of having to micromanage, as roles and responsibilities remain unclear.

3. Disconnection from Day-to-Day Operations

High-level visions often lack the detail needed to connect with the day-to-day realities of those executing the work. Business units may feel the transformation is a “corporate initiative” with little bearing on their specific goals and functions, leading to disengagement and passive resistance.

4. Erosion of Trust and Commitment

When clarity isn’t maintained, teams may lose trust in the transformation program’s direction and leadership. If business units don’t see the connection between the transformation goals and their specific contributions, they are less likely to commit, impacting the program's overall success fully.

Building Both Foundational and Evolving Clarity

So, how can transformation leaders create the right balance between foundational and evolving clarity? Here’s a roadmap:

1. Establish Non-Negotiables with Precision 

Foundational clarity should be specific and actionable, addressing why the transformation is needed, what success looks like in measurable terms, and the key work packages and principles guiding the journey. Ensure every team understands these aspects and can apply them daily.

2. Develop a Roadmap with Defined Outcomes

The roadmap should include a high-level series of outcomes, success measures, and immediate next steps. This roadmap provides structure, accountability, and a clear understanding of roles, responsibilities, and timelines. Without it, teams are left to interpret direction independently, leading to misalignment.

3. Break Down the Vision into Short-Term Actions

Even with a long-term vision, clarity must extend to the immediate future. Define concrete actions for the next 30 days, assign responsibility, and specify metrics for success. This level of granularity ensures everyone understands their role and how their work contributes to the overall vision.

4. Embrace Evolving Clarity for Continuous Improvement

Use feedback and lessons learned to refine your approach without compromising the foundational clarity established at the outset. This flexibility allows for incremental adjustments based on real-time insights, keeping the transformation relevant and responsive to changing dynamics.

Conclusion: The Power of Foundational and Evolving Clarity

Clarity is kindness, and burdening the teams with fundamental questions about where we are heading and why and how causes a lot of disjointed work and misalignment, risking the entire program. We need to strike the right balance between being prescriptive vs. giving the teams the proper ground to do what they do best.

Clarity isn’t a one-size-fits-all concept. Foundational clarity establishes the unchangeable elements—the why, what, and how—that provide the backbone for transformation. Evolving clarity, however, allows for adjustments based on real-world insights gained along the journey.

An experienced transformation leader knows how to balance these two types of clarity. They know that the program becomes disconnected, unfocused, and open to interpretation without foundational clarity. Without evolving clarity, the program becomes rigid and unresponsive to valuable insights and shifting dynamics.

By understanding and applying both types of clarity, transformation leaders can steer their programs with purpose, precision, and adaptability—driving genuine, sustainable change that aligns with the big picture and the day-to-day realities of those who bring it to life.

Thank you for reading through, and would love to hear your thoughts

🌍 Driving Transformation with WWF Australia has been an incredible journey! 🌍

As WWF’s transformation advisor and coach for almost a year now, I’ve had the privilege of working alongside WWF’s CEO, Dermot O'Gorman, the executive team, and the transformation team to uplift capabilities, refocus strategy execution, and guide WWF’s aspirational transformation efforts.

🤝Together, we’ve come a long way in creating impactful, sustainable change for the organization and the planet. 🌱

From:

1️⃣ Assessing WWF’s current state transformation efforts through a Transformation Health Assessment

2️⃣ Coaching the Transformation Leadership team

3️⃣ To uplift the transformation team’s capability

4️⃣ Facilitating and shaping future strategy execution efforts

🌟I’m incredibly humbled and genuinely enjoy my work with passionate, caring, and knowledgeable professionals who are committed to making a real difference. Their dedication inspires me every day.

💙💛💚 That’s why I love what I do—because I know it can make a difference to an organization that means a lot to the future of this planet.

Looking forward to a continued impactful, meaningful, and purposeful future for WWF Australia