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When leaders talk about priorities and performance standards, heads nod in agreement. Look closer though, and something troubling emerges: Different interpretations, competing agendas, and conflicting measures of success.
And the result of this misalignment? A culture of confusion.
Teams believe they’re driving toward excellence, but in reality, they’re pursuing different ideas of what excellence means. One division focuses on speed, another on innovation, another on cost reduction. And the impact on performance is significant.
Opportunities for success and transformation disappear… because there’s no clear agreement on what success looks like.
But when your organization cracks the code on aligned leadership? You create clarity at every level about what matters most.
When everyone understands and commits to the same priorities, breakthrough performance becomes possible. And that’s how the most successful organizations achieve hockey-stick growth.
Watch this clip from Ron’s keynote at AGCO for a real-life example…
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Below is an Autogenerated Transcript
This particular telco we had the privilege of working with over the long term, and I just wanted to show you this because this idea of, you know, we’re on a journey and we’ve got our 2025 goals, but we’re looking at so what do we need to accomplish in 2023? You guys are in exactly the right place and at the right time. You know, you’re like around here-ish, and you’ve got this hockey stick of improvement. Like you’re right on the crest of it. And one of the critical things is actually getting everybody aligned to be thinking this way so that all of us can move together. And it works.
So here’s a situation, same company, where they were almost the worst in terms of customer satisfaction. And then just those same few years later, they’re not only the first, but they’ve stayed in that position ever since. Here’s another large telco. It’s in another part of the world and they use it to increase their market share. Okay, great. It works. Here’s the situation of working with an airline where when we started working with them for every compliment, they got a complaint. For every complaint, they got a compliment. Now, 24 months later, for every complaint, they’re getting multiple compliments.
You don’t do that by just training cabin crew. You’ve got to get the pilots in there. Because when they make an announcement, that’s a big deal. You got to get everybody who’s on the ground who checked you in, who’s got you in the gate handling it. You got to get everybody in sales and in excess baggage clearance and then behind the scenes, you got everybody in IT, and you got everybody in equipment maintenance, etc., etc. but it worked.
Many of you, if you haven’t yet been to Singapore, you’ve probably seen that hotel with the pool up on the rooftop. It’s called Marina Bay Sands. And when that got built, they opened really quickly. At the last minute, they hired 6500 people in 90 days. Think about that. And they were terrible. I mean, their service was awful. It was way down here so bad that it actually threatened the brand. Because when you’re in hospitality, in one quarter of all your TripAdvisor scores are thumbs down, it’s a problem. We jumped in and went to work with them and they shot it up. Getting from a confused culture to an aligned culture, all of these are just examples of that. This is not something that happens overnight.
