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My thoughts on clarity, direction, and not needing all the answers to move forward (phew).
My experience suggests that strategy should always start, not end, with the why – the vision. I’ve been involved in numerous sessions (both public and private sector) where we jump straight into the what, without being clear on the why. Once again, my experience suggests the reason is ‘what’ is easier. I think it is the masculine part of the brain – the ‘doing’ part. It’s also because visioning requires space, i.e., room to think and imagine – to consider the realm of possibilities. The why is about jumping headfirst into what’s the kaupapa? Why are we doing this – what’s the big picture?’ Although it can feel quite painful for people who just want to get on and ‘do’, having clarity around the why makes the whole ‘what, how, who, when and where’ so much easier to develop. It’s also really valuable for staying on course. Having a clear 'why' provides direction when standing at a crossroads. Another way to look at clarity is to consider clearness. This can be associated with knowing exactly what to do next. While this is one perspective, here’s another. Crazy, rapid change is happening at the moment and isn’t likely to slow down anytime soon. As a leader, the emphasis on knowing ‘exactly’ what to do next may be more weighted by the direction than the detail. Why? Because while the compass may be pointing north, there are very likely unknown detours. Such as stepping into the east – the direction of knowledge expansion, along with other pitstops and new pathways that can’t be specifically planned for. Part of having clarity or clearness around direction acknowledges there will be speed bumps and unexpected happenings, but doesn’t lose sight of the destination. It’s about been agile, in flow and innovative. It’s about knowing where you’re going without always knowing how you’re going to get there. Simply because the way is still unclear or unfolding. It’s important to acknowledge this can be quite unsettling, particularly for people who like plans (as I do). And especially if the plan is going completely off the rails through no fault of the kaupapa but rather the environment in which it is operating. On the upside, having clarity of direction without the specifics of each step along the way can come as a relief for leaders, as they recognise they don’t need to have all the answers. There are more times than I can count where I have stepped out into the unknown (think new job, new home, new town, etc) in new shoes haha, knowing my why but unsure about the how – the details (this year is a classic example). The rest has always fallen into place. Not always how I might have hoped but certainly how it needed to be. Delving a bit more into why clarity is about direction when it comes to leading teams. We’ve all been in meetings when there is a real lack of clarity around what we are there to achieve. Conversations go round and round and can become quite frustrating. Sometimes, this may be of value if there is learning involved, i.e. people wrapping their heads around an idea. When you go into a meeting with clarity of direction but not always with the means of travel, it raises fantastic opportunities to tap into and build trust within the team dynamics. It sparks innovation, connection and a sense of collective problem solving. Or better described as going on an adventure together, where you know where you want to end up and trust that between you all you’ll discover the means of getting there. This time of year is often a good time for reflection about goals. Consider:
When we’re clear on what matters, decisions do get simpler. Not always easier, but cleaner. Less energy is wasted on second-guessing. And one tends to stop chasing things that don’t belong. North is where that clarity begins. Not by forcing conclusions, but by paying attention. Further insights: if this resonates, you might like to check out 'A New Compass: Finding your Inner North' mini-course. There is also a free guide.
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AuthorTania McInnes. Archives
January 2026
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