I believe that the root cause of virtually every organizational problem is misalignment.
Why do I believe that? Let me count the ways!
When your market vision is misaligned, you miss growth opportunities.
When your business model is misaligned, you lose money.
When your human resources strategy is misaligned, you hire the wrong people.
When your product development team is misaligned, you build the wrong product.
When your operating model is misaligned, people spend endless hours in internal coordination meetings.
When your mission-critical processes are misaligned, you miss your deadlines and irritate your customers.
When your management system is misaligned, decisions are frequently overturned.
When marketing and sales are misaligned, you miss your revenue targets.
When management and labor are misaligned, workers go on strike.
When the board and the CEO are misaligned, the CEO gets fired.
I could go on, but you get the point: misalignment is the root of virtually every organizational dysfunction.
We also see misalignment as the root cause of most interpersonal conflicts.
For example, recently I was coaching an executive who was struggling to meet his numbers. I asked him, “Why are you missing your numbers?”
He gave me an explanation that seemed plausible, but then I asked, “Would your boss agree with that explanation?”
Given that the executive and his boss were not aligned on the root cause of the problem, there was little chance that they would agree on the executive’s proposed solution.
In another session, a different executive was recounting her accomplishments. Again, I asked the question, “Would your boss agree with that list?”
In both cases, the executives and their bosses were misaligned.
Alignment is both a strategic corporate issue and a tactical interpersonal one.
That is why improving alignment is Job One!