Most people know me as a HR professional and consultant, but here is a lesser-known fact: I served as a Commissioned Officer in the Cadet Instructor Cadre (CIC) of the Department of National Defence – sea element.
In the naval world, “Direction” isn’t a suggestion—it’s a strategic necessity. Whether you are a Sea Captain or a Fleet Commander, your primary duty is to Command and Communicate.
Large organizations are like massive naval vessels; they have immense inertia. They don’t turn on a dime. Without a clear heading from the Bridge, departments often work at cross-purposes. The “Engine Room” (Operations) might be pushing full steam ahead while “Steering” (Mid-management) is attempting a subtle maneuver. The result? Wasted energy and internal strain.
In my work with various organizations, I’ve seen where the initial “command signal” lacks clarity:
- Small/Owner-Operated: Often suffer from “blurred hierarchy.” If siblings or partners haven’t decided who is ultimately in charge of the heading, the crew receives conflicting orders.
- Global Corporations: Chaos ensues when the Operating Model is vague. Are you Corporate-Centric, Regional, or Decentralized? If the model isn’t clear, you can’t cascade intent down or pull results up.
Direction answers the question “Where are we going?” Setting direction is only half the battle. As we move through January, most organizations are in the thick of setting their course for the year. True effectiveness is found in the cascade. Every leader in an organization must ensure that 2026 goals are pushed down through every rank, so the front line is empowered to execute.
Do the employees in your organization know the direction they are working toward? And, if you are a mid-level leader who doesn’t fully understand the direction, have you asked for that information so you could bring clarity to your team?
In my next post, we move from the “Where” to the “How” as we explore the second theme: Strategy.