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©2012 Direct Communications Service T HE A LIGNMENT F ACTOR TM Greg Walker Strategic Business Leadership Coach.

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Presentation on theme: "©2012 Direct Communications Service T HE A LIGNMENT F ACTOR TM Greg Walker Strategic Business Leadership Coach."— Presentation transcript:

1 ©2012 Direct Communications Service T HE A LIGNMENT F ACTOR TM Greg Walker Strategic Business Leadership Coach

2 What is Alignment?

3 The Pain of Non-Alignment Poor business results Alignment eliminates the pain High levels of stress

4 Beyond the “One-Man Band” Key Decision Maker (KDM)moves from “one-person band” to Conductor of the Direct Report (DR) “orchestra”

5 How? Three Key Principles COMMUNICATIONCULTURECOLLABORATION

6 …unified by… …which is what drives Alignment! COMMITMENT

7 Alignment COMMITMENT COMMUNICATION CULTURE COLLABORATION

8 The Alignment Factors

9 How Strong is the Alignment Between You and Your Direct Report? As I discuss each of the 12 factors, think about how they apply to your company Where is your Alignment now? Where does Alignment need to be?

10 Where Have You Experienced Lack of Alignment? COMMITMENT

11 Alignment Factor 1: Commitment Alignment Factor 1: Commitment KDM permission/support needed for DRs to interact as needed for optimum alignment Support not only with words, but in all actions Alignment among KDMs and DRs is a critical prerequisite to the highest levels of company success

12 KDM and DR Commitment to Alignment “Invest time and attention to the Alignment process Be open to disengaging or delegating responsibility and authority Be open to receiving guidance Pursue KDM’s long-term vision for company

13 Company Owners Report: Better margins More freedom Higher productivity Less time spent “putting out fires” Less stress

14 COMMUNICATION

15 Aligning Alignment Factor 2: P.A.V.E. Your Way to Success The greater the mis-Alignment, the poorer the results, when DRs do not make maximum use of their competitive edge strengths High-impact DRs make maximum use of their competitive edge strengths

16 Identifying DR’s Competitive Edge Strengths Four important criteria

17 What Happens at One-on-One Meetings? Private one-on-one with each DR Review DR’s To-Do lists Status review of each project plan for which DR is responsible

18 Alignment Factor 3: Weekly 1-on-1 Meetings

19 Alignment Factor 4: Weekly Strategic Leadership Team Meetings

20 Fred's Story COMMUNICATION

21 Weekly Strategic Leadership Team Meetings Weekly Team Meetings among KDM and DRs Should never be missed Should never be canceled DR to facilitate if KDM is unavailable

22 Tara’s Story COMMUNICATION

23 Alignment Factor 5: Annual Strategic Leadership Meetings Annual retreat for KDM and DRs

24 Why hold Annual Strategic Leadership Meetings?

25 ALIGNED COMMUNICATION Benefits A LIGN TO PAVE Y OUR W AY TO S UCCESS - Greater productivity - Reduced turnover among key executives - Reduced stress A LIGN ON W EEKLY S TRATEGIC L EADERSHIP T EAM M EETINGS - Greater team cohesion - Greater understanding of key projects among team members - Greater efficiency A LIGN ON A NNUAL S TRATEGIC L EADERSHIP M EETINGS - Company stays focused on relevant Critical Success Factors - Greater Aligned thinking and consensus among team members A LIGN ON P LANS AND P RIORITIES - Better prioritization of plans - Reduced overlap of responsibilities - Greater efficiency

26 CULTURE

27 Julian's Story COMMUNICATION

28 Alignment Factor 6: Working Dynamics No Two-Way Communication KDMDR Less sharing of insights and ideas from DR

29 Goal of Communication Two-Way Communication KDMDR Receive, internalize, take action on each other’s messaging

30 Lisa's Story CULTURE

31 Creating Mutual Respect DR and KDM do not have to be friends, but do have to respect each other

32 1. Responding Poorly to Stress 2. Mood swings 3. “See Me First” 4. Hogging Credit 5. Constant Complaining 6. Meddling Eleven Destructive Behaviors: 7. Lack of Accountability 8. Backstabbing 9. Bullying 10. Second Guessing 11. Micromanaging

33 Alignment Factor 7: Company Values and Working Environment Are daily actions and stated Company Culture in Alignment? If not…. Double standards Poor employee retention Desired company culture not the same as Working culture

34 Company Culture Alignment Brings Great Benefits

35 Positive Culture Companies with a positive culture aligned to their business goals typically outperform competitors who lack such a culture by substantial margins, sometimes 200%or more in key metrics* Source:

36 Alignment Factor 8: Company Vision Confusion about Company Vision results in Strategic misdirection Company goals and strategies not in Alignment with KDM’s desired long-term vision of company

37 What Causes Confusion about the Company Vision? No written Vision Statement Vision statement out of date “Pocket Factors”

38 Company Vision “Pocket Factors” Unshared “Pocket Factors” create lack of Alignment KDM openness with “Pocket Factors” requires trust One of most challenging alignment factors to overcome

39 Sarah's Story CULTURE

40 Jan's Story CULTURE

41 ALIGNED CULTURE Benefits Align on Company Values and Working Environment - - Better, more productive performance evaluations - Greater levels of satisfaction in employeesand Align on Company Vision - - Greater connection of projects with KDM’s dreams and aspirations - Greater buy-in and support from DRs for these projects Align on Working Dynamics -Clearer understanding of expectations and responsibilities - Greater sense of mutual respect and cooperation - Fewer conflicts and misunderstandings among team members

42 COLLABORATION

43 Alignment Factor 9: Roles and Responsibilities This is a sign of an executive team that is out of Alignment Are you spending too much time “putting out fires”?

44 Do You Have Too Much On Your Plate? What is best and most enjoyable use of KDM’s time? What responsibilities can DR successfully take from KDM with no loss in quality? How can KDM spend more time working on the business instead of in the business? KDM’s Role in Company is Not “One Size Fits All”

45 George's Story COLLABORATION

46 Alignment Factor 10: Critical Success Factors Lack of clearly defined Critical Success Factors (CSFs) results in poor investments of time, energy, and financial resources Which activities and projects should have the highest priority?

47 Critical Success Factors (CSFs)

48 Tim's Story COLLABORATION

49 Without alignment on company goals and strategies, inefficiencies are bound to exist DRs may tend to focus on “pet project” plans In more extreme situations DR efforts move in directions that conflict with company goals Alignment Factor 11: Strategic Direction Initiatives

50 What is a Strategic Direction Initiative? Company Goal satisfies a Critical Success Factor Company Goal + Strategies to achieve that Goal = Strategic Direction Initiative Tactics are the steps to complete the Project/Action Plans that satisfy the Strategies Strategic Direction initiative + (Project/Action Plans & Tactics) = Company Strategic Plan A company CSF will have one company goal and a number of strategies to achieve that goal. This company goal and the strategies for achieving this goal is a Strategic Direction Initiative.

51 Company Strategic Direction Initiatives

52 Brenda's Story COLLABORATION

53 ALIGNED COLLABORATION Benefits A LIGN ON R OLES AND R ESPONSIBILITIES - Reduced stress, reduced workload for KDM - Better short-term and long-term decisions from KDM - Increased job satisfaction for KDM and DR A LIGN ON F ACTORS C RITICAL TO C OMPANY S UCCESS - Better prioritization of departmental plans and projects - Greater progress on attaining short-term and long-term goals A LIGN ON S TRATEGIC D IRECTION I NITIATIVES - Greater understanding throughout organization of goals and strategies - Greater buy-in throughout organization on key company initiatives - Greater likelihood to attain KDM’s personal and organizational goals

54 Alignment is Evergreen Commitment

55 Alignment Factor 12: Make it Evergreen

56 Roadblocks to Alignment

57 STORY HERE? EXAMPLE OF NEED TO CONTINUALLY WORK ON ALIGNMENT?

58 The Commitment To Alignment Is Evergreen High level of business success Better business success Low level of stress More enjoyable business experience for all parties

59 The Alignment Factor TM Training Program Proven system for aligning company culture with business goals, to achieve highest levels of success while reducing stress 12 Training sessions – one per month Facilitated by TAF Training Facilitator

60 TAF Training Program Sessions Approximately 2 to 2-½ hours long Sessions 1 and 12 for KDM and DRs Sessions for DR alignment ~ Each focuses on a different factor of business alignment Can start training in any month ~ Sessions are structured to be independent ~ Don’t have to wait for a “new class”

61 In-Between Sessions KDM and DR meet to work on homework assignments from last session attended by DR Up to 15-minute Skype/phone calls individually with each KDM and DR for monthly homework meeting feedback

62 How Will it Help? DR learns how improving Alignment in each business area will improve business results Knowledge from training session is implemented in monthly KDM-DR meetings Between-session coaching calls provide a touch- point to evaluate how Alignment is progressing in four critical Alignment Areas COLLABORATION CULTURE COMMUNICATION COMMITMENT

63 Linchpin of The Alignment Factor Training Program Experience Ensures DRs stay focused and committed Asks tough questions Guides DRs to think strategically Creates safe environment that builds trust Your Alignment Factor Trainer

64 Linchpin of The Alignment Factor Training Program Experience Challenges assumptions Broadens perspectives Holds participants accountable Your Alignment Factor Trainer

65 The Next Step Risk-free first session between you (KDM) and one or more of your DRs Complete the “Request for Training Session” form


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