What’s the essential part of how you think or lead that you need others to 100% understand? To say this another way, if everyone understood this one thing about you, both they and you would be much more effective with each other.

Virtually every one of my clients has something special, unique or idiosyncratic that defines their leadership style. When others grasp this unique element, it’s like having a cheat sheet for working with that leader. Everything becomes easier.

One such leader is perhaps the only person I’ve ever met who has actually mastered prioritization and essentialism; he will take one or two priorities and focus relentlessly on them. Many people do not at first take him literally—as they should—when he says he wants to focus on one thing. He actually means to focus 60-70% of your time here (rather than to simply write it down as your number one priority).

Another leader will keep peppering you with questions until he understands the strategy under which you are operating. People often mistake him for a micromanager, but once he gets the big picture of how things are going to work, he will gladly back away from the day-to-day details.

The greater your ability to be open about what matters most to you, the better able others will be to work effectively with you. That’s why it pays to do the best job possible of telling others about the one key thing they need to understand about you.

It’s important not to present an idealized version of the way you work, because that will only make everyone’s life more difficult, including yours.

So, if it’s not clear to you at first, how can you figure your one thing out?

First, think about the pattern of feedback that you’ve received across your career. What does it reveal about your management style and personal quirks? Consider the information you have received in your reviews, plus things your team repeatedly tell you, and observations others may have made about you.

Ask your coach, mentor, and advisors for their perspective; what’s the most critical thing or insight to understanding my leadership?

Also pay attention to what frustrates you. What do you feel people don’t understand? What do they get wrong about how best to partner and work with you?

Take all of these insights and don’t worry about getting it 100% right. If you can communicate even a few nuggets of what others need to know about your leadership, you will accelerate your and their effectiveness tremendously.