Detailed instructions
Early in my career, I was too vague.
I thought giving people detailed instructions would limit their freedom, so I kept things broad: high-level goals, open interpretation, flexible timelines. It felt empowering at the time.
It wasn’t.
It left people uncertain about priorities and exposed to criticism for missing expectations they couldn’t see. What I saw as freedom, they experienced as ambiguity.
The turning point came during a large transformation project. Deadlines slipped, ownership blurred, and frustration grew. One of my best team members finally said, “We’re working hard, but none of us are sure what success looks like.” It was a simple statement that landed hard. I had been asking people to take responsibility without giving them the clarity they needed to succeed.
From then on, I made sure I was specific about everything. Every objective had a definition of ‘done’. Every meeting ended with agreed actions, owners, and timelines. When people asked for help, I gave detailed guidance. It gave them confidence. The more explicit I became, the more initiative they showed.
This works because it eliminates hidden assumptions. It prevents smart people from wasting energy interpreting what you meant. It keeps focus on the work, not the politics. And it creates a standard of respect, sending the message that other people’s time and effort matter enough for you to be precise.
Today, I view clarity as one of the purest forms of leadership discipline. It costs nothing, yet it changes everything about how teams operate. Confusion slows organisations more than bureaucracy ever will. A clear leader accelerates alignment, decisions, and trust.
It took me years to see it, but this is what leadership really demands.
About my leadership principles
These reflections are drawn from real experiences that have shaped how I lead. Each principle captures a truth that has proven itself repeatedly: lessons earned through practice, reflection, and time. They are written to share what endures when the pressure is high, the systems are complex, and the outcomes matter.