The Best Way to Align Leaders Disagree, Debate, Repeat
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The Best Way to Align Leaders: Disagree, Debate, Repeat

One of the essential responsibilities of leaders is to align the work team to achieve the vision and goals of the organization and obtain the expected results.

When there is team alignment, people work motivated. People do not feel they are giving up their interests and personal projects in favour of the team’s vision and objectives and the goals of the organization. But the shared and committed vision is transformed into an extension of his personal visions, in which the latter grows and strengthens as the vision of the organization crystallizes. People discover how their personal visions come alive in the view of the organization because they feel they are walking in the same way.

Alignment is a necessary condition so that the energy of the person is not dispersed or wasted. But is channelled with focus and in a productive way.

When a work team is aligned:

  • Most people row in the same direction.
  • There is true synergy, and people’s skills are maximized.
  • A nucleus of people meets that commits to achieve and achieve the vision and implement the strategies.
  • Your team understands where you, as a leader, want to go, and they also want to accompany you. They take over and take responsibility for the vision.
  • A common direction emerges, and the energies harmonize.
  • There is coordinated action. There are dialogue and cooperation.

But the alignment is not automatic, it must be provoked intentionally, for this the leader requires:

  1. Establish communication with your followers
  2. Learn to listen to your followers

What information does the leader need to share with his followers?

Share your dreams and desires for the future –

The thought is to communicate to win allies. As a leader, you must inspire your followers, but that is not enough. You need to share your mind: your dreams, your expectations, and your desires. Not only discussions and data, but also their perceptions, feelings, and experiences. It includes not only sharing visions and expectations for the future but also honestly expressing fears and uncertainties about the future.

The idea is to be authentic in the expression of your heart; real, without masks, without screens or stereotypes. People appreciate sincerity and authenticity. People do not like to feel manipulated, which does not result in the long term, because people end up perceiving our duplicity as a leader.

Your followers need to be informed to give their best and gain commitment. People don’t like to do their best in something they don’t know. So talk openly about what worries you, about what you are struggling with. Talk about your own experiences.

Your followers must know what your convictions are, your beliefs, and your values ​​regarding certain issues. In other words, what is your position regarding management? The vision of the organization, integrity, etc.? This aspect of communication is vital because people first accept and engage with the leader and then with the visions. The alignment is first with the leader and then with the organization.

The leader needs to understand that the people around him want and need to know:

  • Where is the leader going? What is your trajectory?
  • Can this leader make me get there?
  • Will you love me along the path?
  • Is the leader aware of my needs?
  • What are your convictions and beliefs? What is non-negotiable for the leader?

Information and shared knowledge eliminate assumptions, misunderstandings, doubts, and uncertainties and encourage the alignment process.

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