Chapter 2 Create Clarity (pg.

73-106)
Part I.
This section focuses on creating organizational alignment. It is only when organizations are aligned that clarity is
reached. Lencioni begins by pointing out that far too often organizations spend (or waste) time developing mission
statements that are nothing more than blather; generic buzzwords and aspirational phrases crammed together (p.77).
He then goes on to outline six critical questions that, to gain true organizational clarity, must be rigorously and
unpretentiously addressed and answered. Those questions are:
1. Why do we exist?
2. How do we behave?
3. What do we do?
4. How will we succeed?
5. What is most important, right now?
6. Who must do what?
Part II.
The second requirement for achieving clarity is all about alignmenta big reason for the failure to gain alignment is that
too many people use it without being specific about what they mean. (p. 73)
alignment is about creating so much clarity that there is as little room as possible for confusion, disorder, and
infighting to set in. (p. 73)
Alignment and clarity cannot be achieved in one fell swoop with a series of buzzwords and aspirational phrases
crammed together (as in many mission statements). It requires a much more rigorous approach. (p. 75)
It (achieving clarity) requires answering six critical questions:
1. Why do we exist?
2. How do we behave?
3. What do we do?
4. How will we succeed?
5. What is most important, right now?
6. Who must do what? (p.77)
QUESTION 1: WHY DO WE EXIST?
Answering this question requires a leadership team to identify its underlying reason for being, also known as its core
purpose An organizations core purpose (why it exists) must be completely idealistic (p. 82)
Employees in every organization, and at every level, need to know that at the heart of what they do lies something
grand and aspirational (p. 82)
In finding you reason for existing, the reason for existence , its purpose must be true and cannot be confused with
marketing. (p.84,85)
Reasons for existence can be to serve customer needs, to be immersed in a certain industry, to serve a greater cause,
to build a community by making a geographic area better, to do what is best for employees, or to acquire wealth.
Reasons for existence are not differentiators, as different organizations may share the same reason for existence. (p.
86-90)
QUESTION 2: HOW DO WE BEHAVE
The answer to this question is embodied in an organizations core values, which should provide the ultimate guide for
employee behavior at all levels. (p. 91)
There are few - just two or three behavioral traits (core values) that are inherent in an organizationthey do not
change over time, must already exist, and cannot be contrived (p. 94)
Other values may be aspirational characteristics that you want to have, Permission-to-play minimal behavioral
standards that are required in an organization, and accidental values values or traits that are evident in an organization
but have come about unintentionally and dont necessarily serve the good of the group (p. 93-98).
Settling on core values rarely happens in one sitting and often requires extended review among leaders who must be
confident that their cultural building blocks are solid (p.103)
QUESTION 3: WHAT DO WE DO?
This question is the simplest and takes the least amount of time to answerit is at the opposite end of idealism. (p.
105)
The answer to this question is an organizations business definitionand should be one sentence that can be used for
marketing (p.105)
Example:
A power company: We generate and deliver electrical and natural gas products and services to people
throughout the state. (p. 106)
Part III.
This section brought back memories of readings and discussion from Dr. Kleins course. Specifically, it related to the
Blankstein, Failure Is Not an Option, readings regarding mission, vision, and values. I find that our school board and
central office do a fine job of communicating our mission of Inspiring and building Futures one student at a time. In
relation to this section of The Advantage, there is clarity at a district level in aligning the mission with many district
initiatives. A disconnect occurs when that mission doesnt interface with the individual (and different) missions of the
fifteen buildings in the district. It would seem to me that as an organization, we are Huron Valley Schools and should
have one common mission. Recognizing that each building is unique and different, perhaps the question of how do we
behave could serve to provide freedoms and latitude to individual buildings. I see the how we behave question being
used to create a vision statement for each individual school, which should also align with the districts mission of
building and inspiring futures one student at a time. Drilling deeper, many schools mission statements (such as to
educate every student ) are more of an answer to question 3, what we do. Unfortunately it has taken me 15 years in
education, a masters degree, and now many readings and reflections through this Ed. Specialist program to discover or
uncover these disconnects. Because of a litany of factors ranging from perpetually changing legislation, district
initiatives, accountability reforms, and individual building needs, many of our administrators simply have not or do not
have the time to go back and rethink these disparities. Because of this, too many of our buildings have cultures that are
slowly deteriorating. Until alignment and clarity is made a priority and the much needed time to achieve clarity is built
into already busy schedules, the downward spiral will continue.