Gasoline & glue: how alignment unlocks speed and results

I was on a recent call with a CPA firm client who I'm helping build a firm strategy.

I asked the group for reflections on our process thus far, and one of the Partners said:

"I feel like this is a very unifying process for our partner group… I walked away feeling very excited about getting everyone on the same go-forward plan and getting these [strategy] pillars in place."

My interpretation of what he said is: We're finally going to have alignment.

Look, alignment is a powerful thing.

I’ve seen what happens when you have it—and when you don’t.

We all nod along when we hear “alignment.” But do you actually know what it looks like or how to get it?

I can tell you that we had it during our immense growth at Baker Tilly, and from that experience, I can quickly identify it in the firms I advise.

What alignment is & why it matters

Alignment doesn't mean everyone agrees on everything.

It's not about making everyone happy all the time or ensuring every little decision has unanimous support—that's impossible.

Alignment means you agree on strategy.

You agree on where the organization is going, why it's important to get there, and the rough path forward.

From my experience, true alignment is rare.

A lot of leaders don't agree!

They have differing opinions on what the end goal should be, and that leads to a fractured leadership team, which impacts the organization's ability to move forward with decisiveness and speed.

While some disagreement and challenging is healthy, if it's a constant thing or the gap between opinions on the way forward is too large, it's a huge detriment.

Alignment is both gasoline and glue.

It's the gasoline that fuels progress.

It's the glue that keeps everyone together along the way.

If you want your firm to be one that BREAKS THE MOLD™ and remains relevant and sustainable to continue playing the game, alignment is essential.

How to know if you have alignment

I can tell you this: it's quite easy to identify when you don't have it.

Think of a rowing team traveling down a river.

When you've got one person rowing in the opposite direction of everyone else, it's obvious.

They create constant friction.

They don't just ask questions and play devil's advocate; they are vehemently opposed to where you're headed and pushing in the opposite direction.

They directly and loudly disagree with the path forward.

You'll know you don't have alignment when you continually have to devote time and energy to fighting people who are opposed to the direction you're headed.

On the other hand, you'll know you have it when all your energy is put toward executing strategy.

When you have alignment, you make decisions more efficiently, collaborate more effectively, and as a result, operate with incredible speed.

You can hear it when people are using the same language to speak about the future and heck, they'll straight up tell you they are aligned!

Just like you can sense when you don't have alignment, you'll know you have it when you aren't distracted by people who are misaligned.

How to get alignment

There's two routes to gaining alignment:

1. The Methodical Approach

First, you've got to identify who's presenting opposition.

This is usually quite obvious... If someone’s pushing back, you probably already know who it is.

The methodical approach starts with figuring out the WHAT and WHY behind someone's opposition.

What is most important to them?
Why are they unwilling to change?

Without definitive answers to those two questions, good luck changing someone’s mind or gaining alignment.

So engage them. Initiate difficult conversations in which your singular goal is to be curious and learn.

What’s important to them?

Is it about money? Prestige? Titles? Reputation? Comfort? Effort?

And why are they unwilling to buy in?

Do they not believe in where the organization is headed?
Are they unwilling to undergo the change needed to get there?
Are they against taking a risk?
Do they not trust the CEO (maybe that’s you)?

Figure out exactly what it is.

Then you have to ask: Can you fix it, or not?

If you can fix it by making a compromise or being able to demonstrate how executing your strategy will address what’s important to them, do it.

And if you can’t fix it?

Well, then a different approach is needed.

2. The Surgical Approach

Your allegiance isn’t to individuals. It’s to the organization’s success.

So you've likely heard me say it before, and I'm sure as hell going to say it again:

If you can't change the people, change the people.

If someone isn't aligned and unwilling to reason or compromise to join the majority, they need to be moved out of the organization.

“The company has decided to go this way, you’ve been tasked with helping us get there, and if you’re unwilling to do that, we need to part ways.”

It’s a business decision—and a last resort.

Look, I get it! It’s hard.

AND these are the tough decisions that you, as a leader, have to make to enable your organization to be the best it can be.

Final word

Last week, I challenged you to dedicate 60 minutes per week to personal development or strategic thinking.

My challenge this week is to use that 60 minutes to evaluate the current state of alignment on your team, in your practice, or on your executive leadership team.

Can you identify someone (or multiple people) who is actively rowing in the opposite direction?

If not, excellent. That's a sign you've got alignment.

If you can, plan the next step.

Do you need to have an intentional conversation with that person?

If so, schedule it.

If you've had multiple conversations with them and aren't making progress, it's likely time to consider beginning the process of counseling that person out of the organization.

What is the next step you need to make to initiate the process?

I'll bet on an aligned organization to outmaneuver one that has more talent but lacks alignment 10 times out of 10.

Aligned organizations move with more speed, and that speed compounds over time and leads to future success.

A number of CEOs I've worked with have found it useful to engage an outside party to help facilitate alignment. As an advisor, I can take the eyes of an alien and often quickly diagnose what needs to happen and help leaders navigate the actions needed to address it.

If you want help diagnosing your firm’s alignment—or lack of it— grab time on my calendar below. I’d be glad to talk.

That's it for this week. See you next Sunday.

With intention,
Alan D Whitman