Why Leaders Must do the Hard Work of Alignment

In our experience partnering with senior leaders to drive transformation, we’ve learned that one of the biggest challenges to change comes up when executives confuse surface-level agreement with the hard work of aligning mindsets, behaviors, and decisions to deliver on transformation.

The results of not moving from agreement to alignment?

A lot of nodding heads saying ‘yes, that’s what we should do,’ and not a lot of thoughtful consideration of what needs to start, stop, and change. When leaders leave the room, nothing changes. Decisions aren’t different, investments don’t shift, behaviors don’t adjust, what gets communicated doesn’t get refreshed – nothing changes. And as a result, the outcomes stay the same.

Misalignment malaise is common in all kinds of businesses – it is industry, market, and size agnostic. If you are looking to transform your organization, investing in aligning leaders during transformation will return to you exponentially. Not only will your leaders be more successful in delivering on today’s transformation, they will also develop the skills and intuition to align themselves and others going forward. They will learn to detect misalignment faster and respond to it better, driving more efficient and effective results.

So what does leadership alignment look like in the real world?

Many leaders are happy to believe that agreement is enough. It isn’t. Agreement doesn’t deliver transformative results.

Leadership alignment to transformation looks like this:

Reallocating resources
Changing hiring guidelines
Developing new skills
Changing stories that are told
Delaying short term results for long term impact
Moving budgets
Stopping programs and projects
Letting go of traditional symbols of power, success, and status

It takes a courageous leader to go first and do the hard work of aligning what they personally do to align to transformation.

If it is so hard, why do it?

Team fist bump

We see three main reasons to invest in the hard work of aligning leaders:

1.  Financial opportunities are realized more quickly as cohesive and informed investments are made, and existing efforts are redirected to be inside the guardrails for alignment. When leaders agree to the goals of a transformation, there should be an expectation that they are reviewing their own P&L, budgets, and short to mid-term goals and revising them based on what it will take to deliver on the new direction. No senior leader can be immune to this process.

2.  The energy of employees is unified towards the desired end state. Nothing is more frustrating to employees than hearing one thing and seeing something completely different from leaders. Employees check out quickly and trust deteriorates when leaders don’t have consistency between internal communications and individual leadership action, so ensuring that leaders show up aligned to the transformation goals is important to keep the organization’s energy focused in the right direction.

3.  Customer engagement and marketplace support for the transformation will increase significantly if customers and external stakeholders see leaders actively aligning their behaviors, decisions, language, and commitments to the transformation goals. In both B2C and B2B environments, customers are incredibly savvy at understanding when there is a disconnect between what a company says and what leaders do. In today’s fast information cycles, corporate narratives are defined by communities, not press releases, making it even more important for leaders to be consistent in their individual actions and behaviors.

 


 

Holding leaders accountable to alignment is a daunting task, especially if you need to ask them to delay short term results, move investments away from current obligations, or develop their own leadership in new ways.  Doing the hard work of creating and sustaining alignment during transformation will pay dividends well into the future as your leaders learn to identify and hold themselves accountable for how they align to any significant agreement.

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