How to lead with precision; and get more done

Do you know what precision looks like?

It seems like a simple question.

But you need to know the answer.

Because…

Vague notions lead to vague outcomes.

Vague outcomes don't inspire and motivate.

Vague outcomes are not what your projects need.

The moment you accept a leadership role, you inherit an imperative that most people never fully grasp: your thinking must become crystal clear.

Not because you're smarter than everyone else, but because fuzzy thinking from leaders creates exponential confusion downstream.

This isn't about being a perfectionist and you don’t need to micromanage every detail.

But you do need to think clearly so that you can instruct clearly.

When you ask for "high quality," you get twelve different interpretations. When you demand "timely delivery," you discover that timely means next week to some and next month to others.

You can see how many problems this will cause.

So clear thinking as a leader isn't a nice-to-have skill. It's your primary responsibility.

Because every vague directive you give multiplies into assumptions, wrong interpretations, and ultimately, disappointments.

So how do you get this clarity?

👋 Jeff Bezos invented the Amazon 6 Pager Memo and I wrote about how the world’s biggest e-commerce giant uses it to get the best ideas done. And rejects the rest. I had so many requests for a template that I eventually made one. If you would like to clarify your ideas and get the best ones approved, download the Amazon 6-Pager Memo template here.

Recognising Vagueness

How do we learn to think more sharply?

Most of us weren't born with this clarity. So we have to train ourselves out of the ambiguity that you see in most workplace communication.

You may be used to poor communication from others. And you may be guilty of it yourself.

Let’s begin with admitting that most of our communication is lazy. We use shorthand because we think people will "get it." We rely on context because defining things precisely takes time. We assume shared understanding because “it makes sense to me.”

But imprecision is expensive.

Every misunderstood expectation costs time, money, and trust. Every time you are vague you create re-work (and frustration).

The discipline of clear thinking requires you to do the hard work of definition upfront. It means asking yourself: "If I were receiving this instruction, would I know exactly what success looks like?"

The Anti-Vagueness Principle

You need to become what I call “anti-vague.”

Vagueness is seductive because it feels flexible and inclusive. But vagueness is the enemy of execution.

When standards are unclear, people default to their own interpretation, which is usually the minimum viable effort.

And usually wrong.

The anti-vagueness principle requires you to be uncomfortably specific.

Let’s look at an example:

Instead of "communicate well with the client," you define what excellent client communication looks like:

• Respond to client inquiries within 4 hours during business days

• Provide weekly status updates every Friday by 3 PM

• Escalate any potential delays within 24 hours of identification

This level of specificity might feel excessive, but it eliminates the confusion that kills momentum.

It removes the excuse of "I didn't know what you wanted" and replaces it with clear accountability.

So here’s a general rule: In important matters, when you think you are being overly specific, you probably are not. You are in exactly the right spot.

The Leader's Choice

Every leader faces this choice: remain comfortably vague or embrace the discipline of definition.

The harder path. The more mentally draining path.

You can continue to rely on assumptions and hope for the best, or you can do the hard work of clear thinking.

When you define excellence clearly, you're giving people the tools to succeed. When you remain vague, you're setting them up to fail and then wondering why they didn't meet your expectations.

So now we can ask again:

Do you know what clarity looks like?

I’m sure you do.

👋 If you are in need of more help or want one-on-one project management coaching, I’m currently taking on a few clients. You’re welcome to reach out anytime; just reply to this email or send me a DM.