Dear Captains,
Most organisations
are not failing because of poor strategy. They are failing because people are
busy, but not contributing in the way that matters most.
Our first role as
leaders is to remove uncertainty. We either clarify the confusion our people
experience and move the organisation forward, or we allow them to become
victims of guesswork and misalignment. We do this by presenting a clear and
identifiable goal, a future state that people can understand and desire, and by
generating within them the willingness to follow.
As such, setting
goals and expectations, and making them meaningful, is the cornerstone of
leadership. Every CEO, leader, and manager spends considerable time setting and
explaining goals to their teams. Yet, both research and practice show one
consistent reality: goals and expectations are often misunderstood.
The truth is, even
the most brilliant CEOs struggle with the “illusion of transparency”, the
belief that because a goal is clear in their mind, it is equally clear to
everyone else.
Therefore, goal
setting alone is not enough. It must be accompanied by asking the right
question. These two acts are inseparable if we are serious about avoiding this
illusion.
But what is the
right question to ask?
This brings us to
the focus of the article. What is the one question every employee must be able
to answer, clearly and correctly, every single day they come to work?
It is not about what
they like or want to do. It is not about what they feel like doing. It may not
even be what is written in their job description. And it is certainly not what
they plan to eat for lunch.
It is this: What is my contribution to the
organisation?
And more importantly: How
can I make that contribution as effectively as possible?
When contribution is
unclear, effort is wasted.
As such, every
employee must know the answers to these questions clearly and own them. This is
goal alignment in action. It is how we avoid miscommunication and turn
expectations into real, effective execution. Because when people do not know
what is to be done, they default to what they want or like to do, which may not
be what the organisation needs.
Knowing the answers
helps remove uncertainty. It embeds the goals into how people plan and solve
problems. If they cannot connect these goals to their daily plans, the problems
they solve, and the opportunities they pursue, their work becomes disconnected
from what should be done.
To know what and how
they can best contribute, employees must agree on three things: where we are
now, where we want to be by a given time, and what is to be done to get there.
Knowing where we are defines reality. Knowing where we want to go defines what
good looks like. Most importantly, being clear about what is to be done defines
what the situation demands.
What the situation
demands requires flexibility, adaptability, and a clear understanding of the
results that must be achieved. That is why it may not always be what is written
in the job description.
Job descriptions are
static. Contribution is dynamic. This requires judgement, maturity, and
ownership.
Once an employee is
clear about how best they can contribute, only then do planning tools begin to
make sense. Without clarity of contribution, these tools become mechanical
checklists. They become efficiently ineffective: busy, but going nowhere. With
clarity, they become instruments of sound judgement.
Take 5W1H:
What → Why → Who
→ Where → When → How
WHAT
Clarity of contribution defines what work should be done. An employee may have
ten tasks on hand. Without clarity, they may choose what is easiest, most
urgent, or most visible. With clarity, they prioritise what contributes most to
the organisation’s goals. They stop asking, “What do I want to do?” and start
asking, “What must be done?”
WHY
Knowing how best to contribute clarifies why the work matters. When employees
understand how their work contributes to the bigger goal, they are more focused
and committed. They are not just completing tasks, but working towards
meaningful outcomes. Without this, work becomes routine. With it, work becomes
purposeful.
WHO
Clarity of contribution helps employees decide who to work with. In sales, this
means engaging customers who contribute most to results, even if they are
tougher to manage, rather than spending time with easier, friendlier customers
who bring less value. The focus shifts from comfort and habit to contribution.
WHERE
Knowing how best to contribute guides where an employee should be. An employee
may have the option to work from home. But the real question is not preference,
it is contribution. If the task requires deep individual work, working from
home may be appropriate. If alignment or collaboration is needed, being in the
office may be better. If the role requires understanding customers, then being
on the ground becomes necessary. The decision is not based on preference, but
on where one can contribute best.
WHEN
Knowing how best to contribute sharpens judgement on timing. Some tasks require
immediate action, while others require careful timing. Employees who understand
contribution know when to act, when to wait, and when to escalate. They do not
just meet deadlines. They move faster when contribution demands it and act at
the right time to create the best outcome.
HOW
This brings us back to the most important question: How can I make the best
contribution? When this is clear, the other questions, what, why, who, where,
and when, naturally fall into place.
Dear Captains,
We must make it a
habit to ask our employees this most important question:
“What is your
contribution, and how are you ensuring it is the best possible one?”
Our leaders and
managers must be trained not just to ask, but to calibrate the response. When
answers are unclear or incorrect, we must view it as a coaching opportunity,
reconnecting their efforts to the organisation’s immediate needs. Realignment
is not about correction; it is about restoring the line of sight between their
daily work and our collective success.
Do this, and you will
see your people stay on track and your organisation perform better, because you
have helped remove uncertainty and guided them to contribute in the best way
possible.
Leadership is not just
about having a vision. It is about the disciplined task of ensuring that the
vision is clearly understood by the people doing the work.
For previous StarBiz articles go here - https://letusaddvalue.blogspot.com/2026/04/social-contract-in-companies-today.html
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