I use the Clearing Model almost daily with my executive clients. Why? Because candor is hard.
Even if you’ve read books like No Rules Rules (where Reed Hastings models fast, unfiltered feedback) or Kim Scott’s Radical Candor, putting these concepts into consistent, real-life practice—especially with high-stakes relationships at work—isn’t easy.
That’s where the Clearing Model comes in.
Why We Clear
When something is off between you and a colleague and you don’t address it, it drains energy. You feel it. They feel it. It becomes a subtle (or not-so-subtle) distraction. Unspoken tension erodes trust—and in today’s fast-moving workplace, trust is a competitive advantage.
We clear because unresolved conflict keeps us out of connection—and connection is the lifeblood of great teams.
From Reactivity to Responsibility
But here’s the deal: clearing doesn’t work if you’re in reactivity.
This model only works when you’re above the line—coming from curiosity, openness, and a desire to connect (see my blog post on Conscious Leadership if that concept is new to you). If you’re trying to be “right,” prove a point, or win—pause. You’re not ready to clear.
The Clearing Model: Step-by-Step
This is the Conscious Leadership Group’s clearing model I teach and use. It’s simple, but it requires courage, presence, and practice.
1. Ask permission.
“Is now a good time to clear something with you?”
This is crucial. You’re not ambushing someone. You’re inviting a conscious conversation.
2. Set your intention.
“My intention is to reconnect and strengthen our trust.”
Let them know this is about connection, not criticism.
3. Share the facts.
“Yesterday in our 1:1, you said, ‘We’ll need to reassign that project since it’s been delayed again.’”
Facts only. No adjectives, no interpretation. Just what was said or done.
4. Reveal the story you made up.
“I made up the story that you don’t trust me to deliver, and you think I’m falling behind.”
This is gold. You’re not blaming—you’re owning the narrative your mind created.
5. Share the feelings that arose.
“When I believe that story, I feel defensive and hurt.”
Bring in your emotional reality. Let it land.
6. Own your part.
“I see that I haven’t been proactive in updating you, which may have contributed to the concern.”
This is where you shift from victim to responsibility. You’re not perfect, and that’s okay.
7. Make a clear request.
“I’d like to ask that if you’re concerned about something I’m doing, you bring it up directly so I have a chance to course-correct.”
Then: pause. Listen. Let them respond. You can switch roles, collaborate on a resolution, or just sit with what was said.
A Few Pro Tips
- Write it out first. Go through 2–3 drafts. Get crystal clear on your intention, core story, and request.
- If they’ve never heard of Conscious Leadership or the model, let them know what you’re doing. You might say: “This might sound a little formal, but I’ve been practicing a tool that helps me get clear and reconnect. Mind if I walk you through it?”
- You can’t control their response—but you can own your delivery. If you come from presence and sincerity, you’ve done your part.
The ROI of Clearing
This isn’t just about feeling better. This is about performance. When leaders and teams normalize this kind of repair and reconnection, you reduce politics, speed up decision-making, and build actual trust—not just the poster-on-the-wall kind.
And when trust goes up? So does impact.
