Bill Hybels has added much insight into leadership for secular as well as faith-based organizations. He is the author of many books but one of my favorites is Axiom: Powerful Leadership Proverbs.

As I reread this book at lunch, I was struck by a phrase he used about a meeting with an employee about a serious behavioral problem. The need was urgent, the consequences dire and there was no room for misunderstanding. Bill explained that in a situation like this, he would say, “This is your 911 call.”

I like the imagery. As leaders, we need to know when a conversation (or a meeting or an event) is in the 911 category. An understated 911 conversation can have disastrous outcomes. No effective leader can afford to be less than crystal clear in 911 situations about what needs to happen, when and the consequences of action or lack of it.

There is, however, the danger of overstating a situation and making it appear to be a 911 when it really isn’t. Some ineffective leaders assign a sense of false urgency or importance in an attempt to make sure that something gets done, but they mortgage their credibility like the little boy who cried wolf.

Two important insights to remember: First, be certain a situation really is a 911 call before you make it seem as such. Second, be absolutely clear about the situation and what must happen to avoid catastrophe.

I don’t watch much TV. I have a few guilty pleasures, but mostly I view CNN when I’m working out in the morning.

Today I saw a world leader talk about all that had happened under his charge and then indirectly take credit for dealing with it all successfully. It was quite a list. He didn’t offer specifics or any tangible results.

That’s bad TV. And that’s bad leadership.

Good leaders talk about what happened, what they and their team did, and the results achieved (the more specific the better). They take responsibility for the good and the bad and they share credit for success. They realize that most people are skeptical of any leader who claims victory without proof.

I saw two commercials. One was for a bank and featured lots of green bicycles. It talked about relationships and being rewarded. So I’m wondering: if I do my banking there will I get a green bike? The commercial doesn’t explain, it hints.

That’s bad advertising. And bad leadership.

Leaders don’t have to be clairvoyant or even charismatic but they must always be clear. Good leaders don’t leave people wondering what they meant.

Another commercial was so bad it might be considered good. It was a pain relief ointment that shows the world’s worst actor pretending to “hurt.” “Ouch!” he screams as he doubles over in pain. The commercial is painful, but it gets your attention.

Bad TV. And risky for leader.

While corny may make you memorable, it won’t make you credible. Unless you’re selling ointment, choose believable over bombastic. Credibility takes months and years to build but only seconds to destroy.

And that’s what we can learn about leadership from bad TV.

On the way to work, I was listening to a new CD of gospel music by our church choir. I’ve always enjoyed gospel music and while there are different genres (southern gospel, praise music, etc.), the most familiar and the most powerful gospel music shares the same characteristics as great leadership communication.

A good gospel tune is catchy. The words and music engage us. That makes the song easy to remember; more importantly it makes you want to remember and share with others.

Gospel music lyrics tend to be repetitive. The most powerful message of the song is constantly reinforced. And of course repetition is the mother of retention.

Finally, I appreciate the clarity of gospel music. You know exactly what the writer and musicians are trying to convey.

Great leaders know that if they want to be heard, understand and have their messages remembered, they need to be catchy, repetitive and clear.

So take a lesson from great gospel music and sing it!

The markets sank yesterday despite President Obama signing the Stimulus Package Bill (by the way, did anybody else notice he flew to Denver to sign it, just weeks after Congress berated the auto CEOs for flying to Washington to discuss a rescue?).

Why didn’t we see an uptick of optimism?

One explanation from some of my financial expert friends is that people aren’t clear on what the bill will actually do. There seems to be a problem with not only the substance of the bill but a lack of clarity about what it is and what it is intended to do.

In other words: clear like mud.

It reminds me of a program several years ago where I was the guest speaker.  At the end of the event, I was to speak to the assembled leaders but in the previous day they had been given–via PowerPoint–169 leadership “imperatives.” I’m not making this up.

What are the odds of success when they go back to work and share with their people, “There are only 169 things we need to keep top of mind and do every day”?

I want the new plan to stimulate the economy; we all do. But the first step is understanding the what and the how. For leaders of every ilk, clarity is critical.