Clarity about what we need is empowering.
For example, are we looking for the best answer, or are we trying to get everyone to agree with our answer? These two approaches lead to very different outcomes.
If a meeting begins with, “I think we should do X. Do you agree?” we are essentially asking for votes on our proposal. Similarly, when we ask people to raise their hands against pre-defined options, we are simply voting on what is available, not exploring the full range of possibilities.
On the other hand, when we invite others to make suggestions, we take on a moral responsibility to evaluate those ideas with an open mind. Failing to do so can lead to disengagement and a loss of trust.
Ultimately, we lose trust when we don’t have clarity about our intentions. If we are unclear about what we truly want—be it consensus, the best solution, or validation—it becomes difficult to inspire confidence or maintain genuine collaboration. Trust begins with understanding our purpose and communicating it transparently.
