It is important that people feel they have a choice and voluntarily align. For example, I announce the decision and then go around the table and ask, “Jim, can you align with this decision? How about you, Lindsey?” and so on. Instead, you must ask for it and enroll people. Announce your decision and ask for alignment. This gives you an opportunity to weigh everyone's comments. If it's a big decision, you might want to take a day or so to think about it-even if you think you know the answer. Fold as much input as you can into the discussion. Once you have communicated what it is you want to accomplish, ask for feedback. Create an environment that is safe for dissent.Too often leaders assume they have communicated when they haven't. You can't expect alignment if you haven't clearly articulated your direction. Clearly articulate your vision, strategy, or program.Your entire team needs to work together to create alignment, so that you don't settle for mere acceptance or even agreement. Print out this blog post and discuss it at your next staff meeting. Discuss the three levels of unity with your team.How do you do so? Let me suggest five steps toward alignment: But it is up to you, as the leader, to create this alignment. Generally speaking, if people trust their leader and believe they have been heard, they have no problem aligning themselves with him or her. I understand your perspective, but here is what we are going to do.” The leader listens and says, “Okay, thanks for your input. The leader proposes a course of action, the team discusses the pros and cons. (I got this insight from a seminar Gap International puts on called “ The Alignment Intensive.” It was the best leadership investment I ever made.) They voice their support in public and their concerns in private.īy the way, you should know that your teammates can be aligned without being in agreement. They also have your back and the backs of their teammates. They are fully committed to making your common vision a reality. This is the third and ultimate level of unity. This is why you may not experience resistance, but you can't seem to make things happen. You have their minds but not their hearts. But they are not personally invested or committed to making it happen. People agree with your direction and generally support it. They may or may not agree, but they decide to go along because the cost of objecting-whether real or perceived-is too great. People acquiesce to your leadership without protest. This is the first and lowest level of unity. There are actually three levels of unity: If you are going to be effective as a leader, it is important for you to be able to discern the difference. The pastor mistook acquiescence for unity. Why? Because the pastor had a history of shutting down debate and emotionally punishing anyone who resisted his leadership. However, I had spoken with several of his team members who disagreed with his vision and strategy. He remarked, “I am really blessed with unity in my team.” He was extolling the virtues of his leadership team. But too often leaders are unclear in their understanding of unity.įor example, I was recently speaking with the pastor of a large church. It is one of the most fundamental functions of leadership. That's why creating it-and preserving it-is so important.
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