What happens when getting clear and taking action collide?
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Reader, I grew up in a stereotypical Gen X way. Summertime meant roaming the neighborhoods surviving on water from garden hoses and snacks we had in our pockets. There were rules, but if you knew what you were doing, they could be more like guidelines. When it came to professional development, I wasn’t exactly handed a roadmap. For a while, I was just “winging it.” In fact, I once spent two weeks sitting on the floor of my office, digging through files to figure out what my job even was! Now, things have shifted. We're living in a world where we can choose from an endless menu of options, each with a clear description—right at our fingertips. But what happens when there isn’t a menu? When the options aren’t clear? When the problem can’t even be fully described? A disconnect starts to form. Recently, I was talking with a few CEOs about the challenges they face with younger team members. Some of their comments stood out: "I can’t tell if they even want the opportunities I’m trying to create for them. It doesn’t seem like they want to work that hard." "They’re always on the move and say, ‘don’t worry, I’ll be working remotely.’ But I worry." From the perspective of someone who’s spent their career paving paths where there weren’t any, it can be hard to understand these differences. When leaders have built systems and strategies from the ground up, they can’t always see why their team members aren’t immediately jumping in. They’re wondering, “What’s holding them back?” And then it hit me. Most rising leaders aren’t waiting to be handed the answer. They’re trying to gather all the information they need to understand the options in front of them—then make an informed choice. They’re trying to create their own menu. So, what’s really going on here? It all boils down to how we define agency. Let’s go with a neutral definition first: Agency is the ability to know what to do, why it matters, and take action as part of a team. For some leaders, agency looks like taking initiative, figuring things out, and getting things done—no matter the clarity. But for others, agency starts with understanding the goal, weighing the options, and finding the best path forward before taking action. The core difference. While these two approaches sound similar, the core difference lies in when clarity and action happen. For some, action happens before clarity. For others, clarity comes first, and action follows. And it's not uncommon to see these differences across generational lines and roles. I know I’m generalizing here, but stick with me. Bridging these gaps. To bridge these gaps: For senior leaders, it means taking the time to give context to your team:
In short, help your team understand first. Equip them to build their own menus—the frameworks they can use to navigate decisions—while keeping purpose at the center. For rising leaders, it means taking action:
The common ground? It’s agency. Whether you’re a senior leader or a rising one, knowing what to do, why it matters, and taking action as a team is where the magic happens—and agency doesn't care whether you develop clarity before or while you're in motion. This is something we can all develop in ourselves and others. Enjoy! Sara |