Are you skillful at running your organization? Are you able to be clear about your intended purpose? If so, then you draw from the best resources you have – yours and your employees’ years of experience. However, do you exercise clarity of purpose in your application of these resources?
Clarity of Purpose can be thought of as prudence, as defined by David Brooks in his article questioning the leadership capacity of Sarah Palin: “It is the ability to grasp the unique pattern of a specific situation. It is the ability to absorb the vast flow of information and still discern the essential current of events – the things that go together and the things that will never go together. It is the ability to engage in complex deliberations and feel which arguments have the most weight. How is prudence acquired? Through experience. The prudent leader possesses a repertoire of events, through personal involvement or the study of history, and can apply those models to current circumstances to judge what is important and what is not, who can be persuaded and who can’t, what has worked and what hasn’t.”
Clarity of Purpose, from this perspective, is not simply based on your personal intention. It emerges from a dynamic involvement with your years of experience and the reciprocal understanding that evolves from the experience of the people you trust and work with.
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