Establishing a “shared objective” and believing it aligns your cross-functional team is like drinking saltwater thinking it will quench your thirst.

A shared objective alone creates shallow alignment, a mere agreement that the group has a reason for existing.

There are a multitude of other criteria the savvy collaborative leader understands must be achieved to accomplish deep alignment, including:

  • Are team members equally and intrinsically motivated to deliver the objective?
  • Is the shared objective evenly prioritized across the group?
    Are there equal consequences for team members if we fail?
  • Do we have a process to harmonize execution towards our shared objective?
  • Are we clear on a process to draw collective insights and meaning from new information or date that becomes available?
  • Is our culture – specifically, how we’ll think and interact – established as a non-negotiable?

Too few organizations develop leaders to align cross-functional teams in the flow of work. Which is a shame, because energy flowing vertically in an organization doesn’t serve the customer.

The next time the team establishes a shared objective, and someone says “Okay, we’re aligned, right?” smile and respond: “We’ve made a good start. And now let’s ask ourselves a few questions…”

BUILD THRIVING, SEAMLESS ORGANIZATIONS

BUILD THRIVING, SEAMLESS ORGANIZATIONS

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