A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, creates demotivating workplaces, and causes customers to question whether the organization can deliver value. These are the slides for the first of 5 webinars based on the content in Karen’s latest book, Clarity First. In this webinar, Karen shares what clarity is and why people and organizations need it. She also shows how pursuing clarity is at the core of Lean management systems, and is both the greatest reason for resistance and the most powerful way to unleash the potential of people and organizations alike. To purchase Clarity First, visit www.clarityfirstbook.com. You may also want to take The Clarity Quiz to learn the degree to which you and your organization operate with clarity: www.clarityfirstquiz.com.

2. Clarity First Summer Webinar Series
2
www.TKMG.com/webinars

3. 3
Why Clarity?

4. 4
CLARITY
FOCUS
DISCIPLINE
ENGAGEMENT
THE
OUTSTANDING
ORGANIZATION

5. 5
AMBIGUITY

6. 6
Ambiguity Leads to Missteps, Errors, and Rework

7. Ambiguity is Frustrating
7

8. 8
What is Clarity?

9. 9

10. 10

11. 11
COHERENCE
PRECISION
ELEGANCE

12. 12

13. 13

14. 14

15. 15

16. 16
“MELTDOWN”

17. 17
CAN I
PARK HERE?

18. 18

19. 19

20. 20

21. 21

22. 22
180+
COGNITIVE
BIASES

23. 23John Manoogian - Wikimedia

24. IUMRINC TO GQNGIUSIQNS
JUMPING TO CONCLUSIONS

25. 25

26. 26

27. Which Clarity Type Are You?
Consistently pursues
CLARITY PURSUER
Type 1: Intentional deceit
CLARITY AVOIDER
Type 1: Unaware
CLARITY BLIND

28. Consistently pursues
clarity as an information
provider and 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
CLARITY BLIND

29. 29
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
PURSING ORGANIZATIONAL CLARITY:
THE FIVE P’S
www.clarityfirstbook.com

30. 30
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

31. 31
WHY DO YOU DO WHAT YOU DO
31

32. 32
32
From Clarity First,
Karen Martin, 2018

33. 33
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

34. 34
DEFINE
TRUE
NORTH

35. 35
35
• A clear, focused,
disciplined, and deeply
engaging approach to
• achieving measurable
business goals that
• enable the organization
to realize its strategy and
• stay true to its purpose.
Strategy Deployment: Defined

36. 36
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

37. 37
Understand Value Stream Performance

38. Percent Complete & Accurate (%C&A)
1 2 3
80% 95%50%
38
Rework = Correct, Add, or Clarify

39. Standard Work for ALL Key Processes
39

40. 40

41. 41
CLEAR PROCESSES
 Documented
 Current
 Followed
 Consistently monitored
 Regularly improved

42. 42
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

43. 43
43

44. 44
LEVEL 3 SCORECARD

45. 45
0
2
4
6
8
10
12
14
16
18
20
0
5
10
15
20
25
5:00
5:15
5:30
5:45
6:00
6:15
6:30
6:45
7:00
7:15
7:30
7:45
8:00
8:15
8:30
8:45
9:00
9:15
9:30
9:45
10:00
10:15
10:30
10:45
11:00
11:15
11:30
11:45
12:00
12:15
12:30
12:45
13:00
13:15
13:30
13:45
14:00
14:15
14:30
14:45
15:00
15:15
15:30
15:45
16:00
16:15
16:30
16:45
AverageStaffingLevel
AverageDailyVolume
Customer Arrival Times
Are you staffing to demand?

46. # REPORTED SAFETY RISKS
OR ?

47. 47

48. 48

49. 49
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

50. 50

51. 51
Clarity and YOU
51

52. THE
CLARITY
PAUSE

53. 53

54. 54

55. 55

56. 56

57. 57

58. 58
www.clarityfirstquiz.com

59. 59
www.clarityfirstbook.com
What could you
accomplish with
greater clarity?