5 Areas for Focus on Organizational Alignment

Years ago, I worked in construction. One project I remember was the remodel of an office building that had, some time before, been picked up, cut in half, and moved.

The move was successful. The building was up, running, and serving its purpose. As a visitor, if you didn’t know the building had been moved, you would never have guessed it.

However, once we began working on the building, it became very apparent that things weren’t right beneath the surface.

Don’t get me wrong; the building was safe and functional. But it was difficult to get it to do what the owners desired it to do. Upgrades or changes were increasingly challenging; as each planned change required undoing, or working around, old conditions of the past.

The building had been knocked out of alignment.

This happens in organizations, too. In organizations, when we refer to alignment, we ask the question:

Do the behaviors and goals of individuals and teams clearly reflect the organization’s values and vision?

Organizations that answer, “Yes,” get more done, at a lower cost. They typically have less conflict and reduced turnover.

Alignment starts at the top. If you aren’t at the top, you can still work to create alignment within your sphere of influence. However, if you’re an executive, board member, owner, or other senior leader, alignment begins with you.

Has your “building” (i.e. your organization or team) been “knocked out of alignment”?

Here are five areas where your organization can be improved through alignment:

Demonstrated Values

Values are not platitudes or aspirations. Do you and your leaders “Walk your Talk?” People watch closely for this. Look for the values expressed at the “edges” of your organization. Are they consistent with the stated values of leadership? If not, work with your leaders to demonstrate the behaviors that should result from your values.

A Unifying Vision

The most strongly aligned organizations know how every person, and every team, fits into the vision. Additionally, every person and team can tell you how they contribute to the vision. It doesn’t matter if they are entry-level or senior leadership, customer facing or behind-the-scenes. Every person knows how he or she contributes and why their role is important.

Hiring, On-boarding & Coaching Processes

People should be selected based upon their ability to demonstrate the values of the organization and further the vision.

People should be given clear expectations when they are brought into their positions. They should be drawn into the values and it should be clear to them how they contribute to the vision.

People should be supported in their work in a way that matches company values and furthers vision.

Roles, Responsibilities and Expectations

For individuals, as well as departments or subsidiaries, the role within the organization should be clear; the responsibilities to the vision should be identified and expectations clarified.

Accountability

Accountability practices for finances, planning, or individual performance should always be closely tied to how values are demonstrated and the vision of the organization is communicated.

So, did it feel like I was repeating myself? “Values.” “Vision.” Indeed, I was. Alignment comes from over-communication and repeated demonstration of what’s expected.

Are there other areas that you feel contribute to Organizational Alignment?