Coaching Story | Great Leaders Create Alignment

At an in-house Leadership Excellence Course last week multiple attendees realized, that from their position in the corporate hierarchy, the mission of the company was not as clear as it should be. This affects the teams they are responsible for, and may be addressed in multiple ways, which were discussed in several of our nine leadership workshops. Here are three examples.

First, the corporate mission may be included or referenced in their Personal Leadership Philosophy, for both possible introduction and reinforcement.

Second, during the Aligning and Accomplishing Goals workshop, multiple attendees observed that a lack of knowledge of broader corporate goals could lead to misalignment when establishing SMART (specific, measurable,  agreed-upon, realistic, trackable) goals with subordinates. We discussed this common situation within organizations is how silos form, or independent groups working either unaware and/or disconnected from the direction of the overall enterprise.

The third example was during our last workshop, Coaching to Develop People. After distinguishing coaching from appreciation and evaluation, the other two forms of feedback, we narrowed our workshop focus specifically on performance coaching, and noticed how this type of coaching is similar to what competitive athletes do.

Coaching without a prior, agreed upon set of goals is rarely effective. It stands to reason that if our prior developed goals, as well as our subordinate’s goals are not aligned with the overall organization, than our coaching may lead our team in the wrong direction.

Jim Collins emphasizes the same, and it’s worth visiting his web site and the emphasis on alignment. In our Core Values Alignment workshop, one of our more advanced workshops, we bring to attention that most businesses treat development of central tenets such as core values administratively, or focused on grammar and creating visually appealing posters, rather than the more demanding leadership challenge of aligning derivative activities, such as the mission and goals throughout the organization.

Without peeking at any documents, or going on-line, how well can you describe the mission and goals of your organization, or declared corporate values? More importantly, how well can your subordinates, and can they share with anyone the connection between what they do every day, and how that helps the organization move toward unified goals?

Great Leaders Create Alignment.