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.

Business

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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

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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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Subscribe: http://www.ksmartin.com/subscribe Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/ To purchase the book: http://bit.ly/TOObk In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels. This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions. The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.

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Of all the organizational capabilities to be developed, problem solving takes the top spot. Yet all too often organizations lack a clear and effective method for solving problems that the entire workforce is proficient in. These are the slides for the webinar of the same name, available at www.ksmartin.com/webinars In the webinar--the 4th of 5 webinars based on content from Karen’s latest book, Clarity First--you learn a question-based problem solving method (CLEAR) that helps people at all levels of the organization become stronger problem solvers. You'll also learn the proper way to build these capabilities at all levels of your organization. If you haven't taken it already, we recommend you take the Clarity First Quiz to see how you and your organization rate (www.clarityfirstquiz.com). You may also be interested in purchasing the book to obtain a deeper understanding that can lead to deeper understanding - www.clarityfirstbook.com.

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To subscribe: http://ksmartin.com/subscribe To purchase the book: http://bit.ly/VSMbk These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable. Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play. Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments. In this talk, Karen discussed how to: • Prepare and engage your leadership team in the transformation process • Gain a deep understanding about your current work systems and the related barriers to delivering value • Design a future state that enables outstanding performance on all fronts • Adopt a new design and lay the foundation for continued improvement

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Recorded webinar: http://slidesha.re/1eYtbZM Part 2 - http://slidesha.re/17pgwcS Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo) Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/MBPMbk Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments. Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping. Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.

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Recorded webinar: http://slidesha.re/18ouqPy Subscribe: http://www.ksmartin.com/subscribe Karen’s Books: http://ksmartin.com/books Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ball" appears. Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for creating and maintaining focus on the projects and improvement activities that lead to outstanding business performance. Though Strategy Deployment (SD) was developed in the 1950's, it's experiencing a resurgence due to the growing popularity of Lean practices and SD's vital role in creating the climate for success. In this webinar, you'll learn how to: • Prioritize the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on. • Gain organization-wide alignment, the key to successful plan execution. • Manage the plan to keep distractions at bay and generate the level of results all organizations are capable of. In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.

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Recorded webinar: http://slidesha.re/1mRBbSd Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/TOObk Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results. In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.

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Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.

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Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so. These are the slides for a webinar delivered on 12-17-2015. The recording is available at: http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars. For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)

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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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4. 4 COHERENCE PRECISION ELEGANCE

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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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