Role Clarity for Leaders

The strongest leaders establish their own role clarity, rather than let other define it for them.

People demand role clarity when there is significant business change and organization “flux.” Executives talk about establishing role clarity. Cross-functional teams struggling to solve problems express the hope for greater role clarity going forward. Under-staffed groups use the role clarity lever to explain what they don’t do, or can’t do. 

Role questions naturally surface when the operation or process is in flux. Webster formally defines “role” in organizations this way: “a function or part performed especially in a particular operation or process. If the process is different, there’s a good chance my role in the process will change.

If your self-image is that you’re a part of someone else’s process or operational team, then you’ll be uncomfortable until someone else tells your role. Once told, if you don’t like it, you may argue with them for some variation. The framework will be around tasks and steps and limits of responsibility. It’s a bargaining process – what are you paying me to do? 

Leaders must have higher self-expectations.  

Even inside large organizations, leaders must behave much more like entrepreneurs creating a business than worker drones looking for a narrow set of comfortable tasks in a list.

This “entrepreneurial” view of leadership means you can’t just do your work and hope it all turns out ok, because – sorry to crush your fantasy – it won’t. Stop looking for external validation, because no one is required to give it to you. Stop assuming there is a neat recipe or formula, or measuring yourself based on the hours you spend at an office building. It’s fair for your employees to expect a clear list of job duties, but they won’t be there for you as a leader.  

You’ll need to chart your own path, and take people with you. Starting points: 

• Examine the confusing landscape in front of you, and look for opportunities where you can make a positive difference. When you see something and your initial response is fearfulness, interpret that as a strong signal for further evaluation.  
• Evaluate what’s working now in the organization, but will need to change in the future. It’s better to change before you’re compelled to change. 
• Broaden your network of contacts and allies, and strengthen relationships.  
• Pre-decide that you’re willing to be embarrassed or misunderstood while you’re working on a great opportunity.
• Update your learning plan to accomplish your objectives. My son once asked me how I got to a point where I was paid a big salary. I told him that I invested my time in $0/hour work to become worth many $/hour.  

“But Glenn, my boss has already told me what my role is. I just need to do it better.” If this is your situation, then I encourage you to follow advice I first heard in 1994:

Figure out how to do your regular job in 30 hours a week. Then spend 10-15 hours a week working on other projects which add value, force you to learn, and build your network.  

That’s the route to expanding and improving your role in the organization.