Leadership Insights from a Fortune 500 CEO
Keep It Simple & Create Clarity Using the “Focus 5”
By Mark Faust

Not only was Anthony Lewis head of the over $20 Billion ConAgra, but he was a leading pilot in the Gulf War. He says he learned as much about leadership serving in the armed forces as he did with a corporation that has grown profits at over 15% for over 20 years running. Besides filling some big shoes, Lewis exceeded expectations by raising the bar to a higher echelon of performance.

Over lunch, Tony shared with me his leadership philosophy which not only helped ConAgra turn in record breaking profits, but also created a legacy of leadership, because of its sheer simplicity. He said that he hardly ever met a person on the team who couldn’t repeat verbatim the five-point philosophy that was the cornerstone of success in the several banner years that he was at the helm.

“Most any person who wasn’t savvy to the five-point philosophy was a brand new recruit, but even most new recruits would have gotten it down before day one. The philosophy was paramount to our success” said Lewis.

The five points apply to every leader’s responsibility of ensuring that proper “Role Focus,” is created within every team member.

1. Why am I here?

Does every employee understand how their job helps to achieve the overall purpose and mission of the team? This is often an explanation that can only come from the highest levels of management. This is why it is considered a best practice that all top management is periodically involved in new employee orientation and that they explain the vision, mission and values of the team. Also critical, is that they explain fully and regularly how each role contributes to achieving the team’s objectives.

2. What is expected of me?

Are the measures of an individual’s performance, clear, specific and reasonable? Without buy-in or clear understanding, they will not only under perform, but the team will display a high level of job dissatisfaction, leading to costly turnover and low productivity.

3. How am I doing and how do I know it?

Feedback on an employee’s performance most certainly needs to be specific, constructive and frequent. If a team member is only getting feedback once a year in an annual performance review, then not only can it be demoralizing, stressful and counterproductive, but the leadership is losing out on the potential of a continuous improvement process that could deliver far more dramatic quality and productivity improvements.

4. If I fail, where do I go for help?

Far too many employees work and stumble in fear of not knowing if it is better to hide, or ask for help. A top priority of any leader is asking team members what they need, and encouraging open communication with the proper sources of support. A climate of, “There are no dumb questions” leads to far better improvement and attitudes than the smug attitude of, “You should know better.” Everyone should, “Humbly help, rather than haughtily harass.”

5. What’s in it for me?

Like most of the great leaders, Lewis knew how to tie the other person’s goal to the team’s objective for a synergy that surpasses the effectiveness of any threat or artificial carrot. Lewis said, “If a leader doesn’t first sit and listen to what each of his team member’s want, and then work to tie that to the company goals, then they are only scratching the surface of the team member’s and entire team’s potential.” ?

The Focus Five for Role Clarity

Can all of your team members answer the following?

1. Why am I here?
2. What is expected of me?
3. How am I doing? & how do I know it?
4. If I fail where do I go for help?
5. What’s in it for me?

Are you satisfied that all of your team mates are clear about their roles, expectations and measures for success, or do some of your players lack focus on the priorities within their bailiwick?

Do each of your team mates, know exactly where to go when they fail or aren’t sure of a next step, or are some of your team meandering about, waiting for direction while productivity potential is wasted days, weeks or months on end?

Are all of your team mates, motivated to “give it their all”, because they are crystal
clear about the rewards they can faithfully expect to be given, or are too many, only giving half an effort because they just don’t know exactly how the rewards will uniquely and personally benefit them?

If you can’t answer to the affirmative on any of the above questions, then take action now on implementing the “Focus Five.” Don’t forget your own answers, Why are you the leader? What is expected of you? How are you doing? Where do you go for help? And what’s in it for you? Often, most leaders can find the best answers to those questions from the very persons they serve.