The Art of Alignment | Art Johnson

Organizational alignment is not accidental. Leaders define their organization’s mission and vision and are responsible for creating the roadmaps to get there. Attaining alignment is dependent on the leader’s ability to inspire his or her followers to pursue a common purpose with energy and zeal. It’s up to the leaders to help employees see the vision clearly. Leaders need to develop their skills to include a variety of ways to communicate, encourage teamwork, and drive accountability. They need to set clear and ethical goals for themselves and others. And they need to give honest and timely feedback with the objective of enabling individuals to increase their own performance levels — not criticize or lay blame when plans fail. When leaders have done their work of alignment well, the organization runs like a well-oiled machine and there’s little need for the leader to be in the trenches. Instead, leaders remain accessible and allow the work to flow.  

Art serves as CEO of Orgametrics and works with clients across the country. Art has a long history with large corporations, with leadership stints at IBM, USWest (CenturyLink) and Medtronic. Art has also served as an Adjunct Professor with the Hamline University School of Business teaching their MBA candidates in Strategic Management.

Topics

During this interview Art and I discuss the following topics:

  • How alignment will help leaders achieve peak performance
  • How culture helps us achieve alignment
  • The 9 pillars of cultural alignment
  • Where organizations become misaligned most often 
  • How messaging is communicated through aligned organizations
  • Why humility is so important
  • How to use empowerment effectively
  • How to prioritize which areas to focus on when “fixing” an organization

Guest Resources

If you are interested in learning more about Art’s resources be sure to check out the following links:

Transcript

I walk of this show so good to have you here today, scott jackie bradley me

00:00:09

Speaker

so we’re talking about your block, the art of alignment

00:00:13

Speaker

and reddit the gates of wanna know now. How is proper alignment gonna help the leaders out there to the other pushed the other teams and organizations to those peak levels hitting performance, so let’s start there and then dive into the nitty gritty details of law so that it that’s a great guy

00:00:33

Speaker

ashton. You know, I think all leaders will try to figure out. How do we get maximum performance from organizations in a week we looked processes and things like lean, sigma and egg mine and unfortunately, if we have a culture that rebuffs, those sort of attempts do was to drive real iffy

00:00:53

Speaker

agency. We can’t get that lift. It were looking for. So it’s important that we have our culture aligned around our mission vision, but particularly this idea of of really looking at continuous improvement has to be a part of that debt. Culture. In order for things like lead, sigma, six ignorant actually work.

00:01:15

Speaker

You’re you’re speak my language. I love. I love some. Those words that you talk, radio culture and then I’m gonna have an a complete brain fart here right now

00:01:25

Speaker

face head from one other thing there that, as I guess, obviously does not. I can’t remember what it was, but I will start us dive into let’s dive into that whole whole culture bed and how important is alignment within cultures specifically and then, as carry on with you? How do we get our

00:01:45

Speaker

our organization line coach roy tours where we want to it to go so scott think of rob alignment as the strength of harmony between strategies, doctor culture, we spent a ton of time on strategy, making sure that he will look. We defy where it is the direction that we’re going ah at our structure is one that many times

00:02:05

Speaker

we inherit and or over time we began to experience this thing called cronyism, so you get people in boxes that probably shouldn’t be there, but we’ve all been apart or seen. Organizations like that, but the thing that many times gets glossed over is this concept of culture and all three of these things at the gotta come together in a crescendo effect, does

00:02:25

Speaker

ultimately drive the performance so we’re looking for it. So we talk about culture. There are, there are nine pillars of alignment that we specifically get out in the book and it’s imperative that we spend time understanding each one that were taken its and make sure that each one is fully imbued in the ideologies of the organization. And then the outcome is something really special and women within mm

00:02:46

Speaker

measuring organizational alignment for a really long time, and what we found is probably no secrets you that the more aligned and organization has the better it performs. So how do we get to work on these things and ultimately drive the kind of performance that we all seek

00:03:01

Speaker

die? That’s awesome. I love of a dog without know those three aspects coming together cause they’re, they’re, so important in your right, like those organizations that receive because often that’s the one or two that are just not really lined up with the other ones, are like. Okay, what’s going on here, yeah you’re you’re talking about having a call

00:03:21

Speaker

ultra this, but all of your actions that you’re doing all your policies and all yeah I expectations and all this stuff does not line up to the expectation that culture you’re talking. I like how you say we’re here, to take care of our people first, but then you expect them to work like dogs, you give them actually, no time off. Your benefits are crap yeah, your workplace, ass,

00:03:41

Speaker

toxic environment, to an all stuff, but you say our culture revolves around people like has outlined it. Doesn’t it

00:03:50

Speaker

so you know the world in which a black guy I r m m m in there too right I in there too, so it it’s our world. I feel your pain,

00:03:59

Speaker

but that’s why a young it keeps people like you and I employed and doing great things like this podcast right yeah. Absolutely so, let’s dive into some of those nine pillars like. Obviously we would we be here all night. If I can we hit all nine, but let let’s cherry pick a couple there. So what are you cherry, picker couple, those pillars that you feel like the ones

00:04:19

Speaker

where you get the best bang for the buck for the leaders out there who listen to this episode right now, gotta, I gotta be careful. I get. I can actually hit all nine in a reasonable amount of time, and I I the only reason I don’t wanna compromise at any one of them, because each organizations different you know we go through the process of measurement. We measure all night obama will cook quickly figure out

00:04:40

Speaker

which one it is the one to spend more time and attention on it. So, if you don’t mind, maybe I’ll just gonna tick been on real, quick that take me delphi event: yeah you’re show you do it and then the ones you it’d take a deeper dive in. I be happy to see you you, let me know which ones you think would be more appropriate for the audience, but I’ll I’ll just say this: the first off and starts ammunition ambition. Are we clear

00:04:59

Speaker

on what the mission in business I spoke at university at at villanova and done is a graduate school class of forty four students, and I just asked I said: actually I said I’ll give you this hundred dollar bill to anyone that can recite the mission other of their organization and I’m not kidding you only two attempted it, and these are middle managers and about rates. So these are

00:05:19

Speaker

people big, dick posted deadliest, bows the mission vision and out to attempted it in only one got close, so nobody got it’s. I got to keep the hotter, which is, I guess, a good thing, but in the same token, I just showed you that not always does the organization fully understand the mission and vision of the of the of the organization. So

00:05:40

Speaker

that’s where communication comes in, which is kind of the second pillar in the book, the art of aligned, that’s a book. I wrote specifically on this and it gets at a rate each and every one of these nine pillars independently. We measured independently and what we find is at organizations that are able to communicate vertically right, but it’s gotta be bi directional and

00:06:00

Speaker

at the same time horizontally, so are department’s talking to one another said that we’re making smooth crisp pandas, and so these are the elements a communication and teamwork was. Is this concept of? Do we work well together as a team? Where are the areas that were not necessarily, ah

00:06:16

Speaker

all cohesive them and what sorts of things might we do a little bit differently, particularly in that space? The fourth is empowerment, and how do we push decision making down? We make better faster, typically smarter decisions, as we do that, but it requires and trust in the organization, but it also fosters this concept of risk taking, and so

00:06:36

Speaker

oh I, if we, if we can create an environment where people can take some risks and leverage their creativity and bring that fool ah person to the job we get. We get a lot better performance, but without accountability, which is the fifth pillar, it’s kind of it’s up to having part of it, because I rescued me it’s up to have

00:06:57

Speaker

accountability without important, because in essence, if you do you’re running a paramilitary organization, and so it’s really critical that, ah, if you’re gonna have people be accountable that they ultimately on what it is that that you’re asking them to go, do otherwise they’re just doing what you say and it’s hard to hold them accountable to that, because if it fails, then

00:07:17

Speaker

who ultimately is responsible and also at the same time, the recognition program doesn’t necessarily have the same impact. Because again, if, ah, if I tell you what to do- and you do it that I recognize you for it. Who am? I really recognizing so we have to be careful of of those elements on the six one. Is this idea of development? Are we given you

00:07:37

Speaker

apple the tools necessary to be effective in what it is that we’re asking them to go? Do I, and then also are we helping them around the rasmus and if we have the firearm, because of some sort of downsizing that they can land on their feet, so many people are are having that kind of relationship with their employer sent I’ll. Give you my best work but kind of helped. Me too, I want to know that you got my back as well, and now

00:07:57

Speaker

not everybody’s able to say that, but certainly their their work reflects it. I’ve seventh, one is creativity. Are we are finding creative ways of of getting our work done, or do we have ways to capture creative ideas? We have ways by which we can imbue these ideas within the organization. A number eight is beth best practices. Do we look outside of our work, define the better

00:08:17

Speaker

ways of doing what it is we do, or do we think that everything that we do must be home grown because we have the best and the brightest? I can say I had that experience at ibm. We felt like bad back in mid eighties and um. It became closely and then last but not least, this idea leadership, scott, you know what I mean. People leaves organizations because

00:08:37

Speaker

is ah feels management and oftentimes are most times and our leaders have to be authentic. We’ve got to build trust. What they say are we gonna be have confidence in direction of where they’re trying to take the organization has gotta be able walk the talk, so we measure every one of these elements independently and collectively each one all them kind of

00:08:57

Speaker

come together. What we call the organ metric score, which defines the alignment of an overall organization

00:09:05

Speaker

yeah. I can see why you’re bit apprehensive just cherry picking, because you know they kind of build on each other at point. One only leads into the next, which leads into decks so on so forth. Until I had of code and I’ll be all which is a leadership, which is why we’re here, but not to think, I probably like the most about what you just talked about-

00:09:24

Speaker

was right at the beginning, where every organizations the situation is different, and I find so many leaders out there like looking for these different frameworks like joe, you have you have this framework and we are going to use this framework. But what did I fail to understand? Is it you gotta use it as an overall

00:09:44

Speaker

oi? You have to look at it through the lens of your organization, your situation, not necessarily exactly the same as the other organization or how we view and the way you’ve written the book. Exactly word for word for word, you have to understand from your contacts how this fits, and that’s why

00:10:05

Speaker

these were heard from you, reddit you get on. I really want to emphasize that point, because leaders out there do not try to slam that square peg round hole. You’re, you’re, shaving off things that you need to figure out where you’re square peg, your ear, you’re square hole is with this. That is spot on

00:10:25

Speaker

you. You absolutely have to figure out as an organization. What is our ah, where do we stand relative to our mission? Is admission consistent with? Ah, what it is we espoused to be as an organization does our strategic pant plants gives me a line with that mission mission? Do are

00:10:45

Speaker

our performance evaluations, as we gotta evaluate employee’s performance within the organization? Are those things reflecting what it is that we expect related to directional were retried to ago, and then last but not least, about the development plans, says we’re trying to get better what we do or we are we honing in on things that are, ultimately,

00:11:05

Speaker

god help us realize admission, and so all esp aspects of this thing have to be thought of in a continuum. So as we go through the process after it’s created the strategic plan and now we’re gonna allocate resources, but we said direction lay where we’re trying to go as an organization. Those resources need to be allocated away.

00:11:26

Speaker

It’s consistent with that, and so we gotta be thinking about all aspects of this, as as we walked down that that path.

00:11:34

Speaker

Now,

00:11:35

Speaker

how do you know from your experience? You fine organizations get missile wind, most commonly mis aligned, you say yeah, so ah how many times this idea of of got the leader being illogical of information and a half

00:11:56

Speaker

don’t so every everybody’s got check with the later whether it’s the the ceo or some director doesn’t matter, but if that leader is is, is positioned himself as the oracle of information in and and sometimes it’s for ego purposes. Ah, sometimes they see it as a way to preserve their

00:12:15

Speaker

job, but either way. Unfortunately, what ends up happening is it. It stifles creativity, because if I have to continually go back to the leader, the organization to get something done it in one, it’s a slow process, but to ah that would suggest it all. Good ideas come from one individual, and so

00:12:35

Speaker

we we really kill creativity with that and we ultimately kill in parliament, which is, ah you talk about sapping in energy, sapping energy from an organization

00:12:46

Speaker

reduce that implies that empowerment score goes down. You sap, the energy of of the organization. So it’s it’s imperative that leaders spent time in it and attention on on the concept of pushing decision making down and giving people only way to make make the right choice.

00:13:04

Speaker

It’s such old school mentality right the leader that has all the answers and that’s where it was before, but guess what times have changed and often talk about on the show? How leaders no longer need answers reality is we need me to one’s asking the questions and

00:13:22

Speaker

we have teams a pond teams of specialists who are the ones with the answers? I love all the point. The other three young, basically repercussions that you mention about when, when the leader holds all the decision making and all that quote, unquote knowledge and power at their level and how it heals

00:13:42

Speaker

stifles. And parliament stifles creativity leads to increased micromanagement leet, which is altering leads to what increase turnover, and you can tell when organizations not doing well well, what did they have? There is one metric that stands out above all the rest. All the time was that high turnover people are just gone right through the door

00:14:03

Speaker

constantly, because when I talk with when I talk, the leaders got you’re right on. Ah, I talked to leaders all the time and the first thing I’m trying to find out who is: are they that oracle logo from nation? And then I encourage them to add if they’re trying to really solve it in fix at ah there’s a couple quick solutions: number one read the book sap the light

00:14:23

Speaker

ring of empowerment. It’s a short read, it’s a great way of getting at that. Ah, the other is to spent some time ah young pouring through the information related to empowerment in in my book, the art of alignment. But then this other concept that my father taught me a very very long time ago is to ask effect

00:14:43

Speaker

the questions, and so I can remember, as a kid ya got out, cutting the lawn and dub coming back after I’m done. They’d adam dunn is the best typical is gonna, come out and inspect the work. He takes a look and we both could see a spot that I missed him. He looks at me and says: artisans your best work again an effective question right.

00:15:03

Speaker

Is this your best work, and I say I looked at that- I said no and that fired up the lawnmower and got back out there and and finish off that that at piece that I missed ah, but then the question he asked right after that was what caused me to really get after it was. When do you think will see your best work

00:15:22

Speaker

now think about what that does right? Is this your best work now, but then the question is: will you live near this? Is your house too? When do you think will see your best work

00:15:32

Speaker

and if that’s not inspiring, I don’t know what is so. What I’ve learned from that was leaders ask effective questions, so I took that with with meat at several jobs in my last post, medtronic I’ll, never forget it. I had employees coming to be asked me, hey art. Can I do this? That the other thing in my comment was, you know I don’t know bob. Can you

00:15:53

Speaker

tell me, as measured lamenting over what to do here? What are some of the best ideas you come up with

00:16:01

Speaker

and then he would list out the ideas and that I say woods which one do you like the best

00:16:06

Speaker

and then I say well, what’s keeping you from implementing? Is there anything I can do to help you

00:16:11

Speaker

you? How not only did I push decision making down which fosters creativity and more ideas than just the ideas in my head, but now we get a chance to hold somebody accountable and trust. Me they’re gonna see to it that that best work is brought to that particular initiative, but then, when he he does the workers

00:16:31

Speaker

she does the work and accomplishing what they set up the do when you recognize them, it’s truly genuine, and now we get that opportunity to rinse and repeat throughout the entire organization, but that leader has to stop answering questions and could the fastest way to tell is. Are you answering more questions? Are you asking more questions and those question should be effective questions?

00:16:52

Speaker

Ah, absolutely love those examples, one from your father of ironically al one, two thousand two hours yeah. I was actually mowing my lawn

00:17:03

Speaker

so timely, timely example with your dad. Ah, but I love yo de example that you gave personally car at ass. As of leaders a supervisor when you say know, can you end at the end of that? What I felt was, you know a shifted ownership of new one, the problem, but too

00:17:23

Speaker

most of orleans the solution, space of it to the individual and like when people take ownership of things. That’s when the magic happens right, that’s when people get really fired up. That’s when you see their rest were come alive because now, especially in this scenario, where they’re coming forward like hey, can I do this and you push their own

00:17:43

Speaker

a ship back on them. You know they’re coming with something that they’re interested in too passionate about, and then you put the ownership on them to get after. Ah man that that’s her, that’s her magic are exactly right. We measure this thing. As you know, colorblind that, but we as we break it down, we look at how messaging is cascaded. So, for instance, we talk about

00:18:03

Speaker

our strategic plan. What we’re finding is at those those leaders and sit around the ceo generally seventh between seventy and seventy five percent of them are alive, which means that twenty five to thirty or nine and misalignment be gets misaligned. So as those into big

00:18:23

Speaker

sales go and cascade a message to their brought to the broader organizations. Unfortunately, it breeds more misalignment and by the time you get to the individual contributor level, we’re in the teams in terms of alignment, so it becomes critical to get that leadership team not only aligned around different vision, but we also the nature.

00:18:44

Speaker

They have the tools necessary to be able cascade the message effectively. In other words, not everybody is good at cass. Getting that message so either have to help them deal with it or we gonna find somebody else and that’s a structural issue.

00:18:56

Speaker

Not the communication and messaging is so foreign and often fine. It’s the young, the first forthright, the first point of failure at when things go astray. So from your standpoint now, water, some great aspects of of messaging and communication- sure that no one people understand but to it’s aligned with everything that you have going on

00:19:16

Speaker

three organization will skype great question. You know that, will you go back to the old adage? We we get two aspects of of of messages, encoding and decoding. However, we encoded the message properly, but has it been received as well? So in other words, has been dakota’s clear on what it is that that individuals been asked to go do but then the other thing that we we

00:19:36

Speaker

want to pay particular attention to is communication truly bi directional. So, in other words, am I just pushing decisions down and only communicating dollar or do I have adequate feedback loop so that I can figure out all right? Do we need, to course correct

00:19:51

Speaker

what things do we need to be doing differently? What if things are happening in the macro environment and microenvironment, that we may not necessarily be aware of at the leadership level, but if we’ve always had all the answers again, that oracle of information and just push everything down when I get real good feedback and by the way that is extremely toxic when it comes to dealing with customers,

00:20:12

Speaker

so we have to have bi directional communication

00:20:17

Speaker

yeah. I actually agree. I often talk up the need for cuticle, none the way that you communicate, but rather how your you know your audience. Maybe that’s one person mainly that’s fifty

00:20:30

Speaker

understand,

00:20:32

Speaker

because that is how he need to be at noticed. I decoding aspect right of the people, understanding what you’re actually trying to say and few say something to one person and say to someone else: they’ll have two different, complete different interpretations of what you said. So you have you have to speak to them in a way that they understand

00:20:52

Speaker

at the rio while understand as a leader. It’s a yeah. It took a few podcast interviews to really understand at dad and independents in that. But now, as I grow in and start leading, bigger, bigger teams of this, like, I realise how important that is because a day what I find is that whenever I’m let down

00:21:12

Speaker

owner neon whenever something goes sideways, whenever I don’t get exactly what I’m looking for, etc, etc, etc.

00:21:19

Speaker

I start with myself ratify ninety five percent of the time, guess who’s to blame, but not much yeah yeah.

00:21:28

Speaker

You know, though, that’s the thing that we wish it you don’t. I I think the next book I write is gonna, god yeah animals in there, maybe one out like get over yourself, and I I just think that the leaders we get caught up in it. We got this title gotta get this fancy obvious. You get a support around us said. You know, we’ve arrived kind of thing and I actually it’s the opposite.

00:21:48

Speaker

Now is when you gotta go to work on getting one get not the way of the organization, but focusing on get the rocks out of the road and figuring out how to open up the communication lines, both directions and taking feedback- and you know getting better at you yourself that effectively leading in communicating and then charging your leaders to go do the same thing in it.

00:22:08

Speaker

All data is just. There are a handful of folks that I’ve seen that have really mastered. Listen. I can just tell you that those that have those organizations run in a pristine kind of waste god and I’ve been a part of a cup level and get all that. That’s what that was the impetus to writing the art of alignment,

00:22:27

Speaker

the it balls on humility right and essentially how I think can’t get over yourself, because it’s true it’s so true like we work hard, I made it I’m here. I am beyond man, woman, whatever I’m in charge on the boss, it’s olivine out and then quickly her young quickly. You realize, like

00:22:47

Speaker

it ain’t about you whatsoever, it’s about. Everybody else is about the organization and I, like the like what you pointed out, there are getting the rocks of the road, so I love you follow up on on my my personal background, but is still serving senior kane army officer, nyc transit, squadron of two hundred members

00:23:07

Speaker

for two years. I used to tell them constantly. I, like my job, isn’t sure you have all the tools, all the resources required to do your job on my behalf, yep dad is it. That is what I’m here for an young for move those rocks and invite any training. I’m gonna find your training need new piece equipment. I funny

00:23:27

Speaker

news piece quit you need more time to do your work. I’m gonna find a way to optimize the time or drop a task or reallocate you do something all the that’s my role in in this job. Scott. Do you take the time to make sure that the individuals that reports you have the opportunity to dissent

00:23:48

Speaker

to descend yeah dissent, in other words it’ll? Do they get a chance to say, hey, look god. This is what I’m having a problem with. This is what I don’t like this. What I think would be more effective to give them an opportunity to do that.

00:24:01

Speaker

Oh hell, yeah!

00:24:02

Speaker

Absolutely in fact I so I rely germ your own empowerment on huge about empowerment, donations sulfur this, so the squadron that I’d lead with the divided up in three different troops were called them and are very distinct on was a transport transportation, true by a trucks, buses equipment stuff for this another one was a supply true

00:24:22

Speaker

by holding different stocks, materials, doing contracts all the stuff. Now. Third, one was a maintenance now fixing things very distinct, very different, and I each one of those have a troop commander and then another junior officer- and I told them- I said- listen said if you have a problem- resides only in your troop

00:24:43

Speaker

dat. Is your problem,

00:24:45

Speaker

so transport? If you have it a task, a transportation task that you need to move something from point a to point b. Dad is your problem. Now, if you don’t the resources or a problem spills into another troop, I e, for example, as they transport had a task move a piece equipment. However, the equipment they needed to used me

00:25:05

Speaker

that piece of equipment was a maintenance maintenance will say. Well, it’s not a priority for us now that my problem right because unknown control it can control maintenance priorities mike well in ot maintenance, not gonna, lift out when op counterparty scale so to get down, so we can go. Transport can complete their task. That’s how I looked at it and that time powered my guy

00:25:25

Speaker

guys and girls to to go about their day and in l, lead their troops because any day, I’m more worried with the strategic view down the road in what’s coming ahead next week next month next year, all this other things, young, the I got people who can about the day to day

00:25:45

Speaker

I got you now I like it get those rocks. Are the rubber man

00:25:50

Speaker

get a matter of way so it and go back to your goes like to humility in in in, in being humble enough to say, I’m not the one I could make every single decision and and trust in in in ya empire people. So I really want to get your stance because we target of we kind of danced around in parliament here, and I know that

00:26:10

Speaker

key part of your book. So, let’s dive deeper into it from your standpoint, a vote in parliament how to do that effectively. So we don’t, we don’t stifle. I create drug that you would also stifle oil between bad make it

00:26:23

Speaker

the fastest way to get to find out whether or not you are in empowering type leader is ah is: are you asking more questions or you find yourself answering more and if you’re answering more than you, you are not an appalling later, and so it’s important that we get to the point. Where were just asking got more questions than that

00:26:43

Speaker

those questions are provocative and and and that were encouraging. Ah yeah decision making and were encouraging a degree of risk taking so that we can stretch as an organization find those better ways of doing what it is we set out to go do, but we never get a chance to do that if fun, if everybody’s following rotenberg,

00:27:03

Speaker

here’s what it is that that I’m that I’m spoiling so as a leader, I’ve got a step back and and again get over myself and dog and begin to ask those affected question. Is there a better way to do this?

00:27:18

Speaker

Have you talked to anyone else about that? What did they say? Did any of that make sense? Do what did you decide to do with that? Did you share it with your peers? Yet you know all these things at that begin, the foster this idea of. Where are we getting our ideas from and what are we doing? What those ideas will we get them, and then how do we

00:27:38

Speaker

manifest these ideas into something that that lead to positive outcome and as leaders we gotta get really good at that, but it begins with that. Whole idea of communication, so in parliament requires a great degree of communication is, as you said before, as you notice every one of these nine dollars at that. I keep talking about it.

00:27:58

Speaker

They tie together and the beauty of it is scott, is that it creates, is wonderful, crescendo and leaves the outstanding performance. What we’re also learning is, is

00:28:09

Speaker

I mention this back, that a more aligned organization performs better, but these these pillars become leading indicators, so in other words, it was a school district. I’ll, never forget it of a very large school district. In fact, ah let you know obviously works in corporate america. We’d been doing it forever, but in in schools cater to

00:28:28

Speaker

twelve. What we found was at a as the account ability score goes up by one point: it translates into a twenty nine percent decrease in chronic absenteeism, in other words as teachers, and then administrators and leaders within a school district feel more accountable.

00:28:50

Speaker

That leads to more bums in seats, and when you have more buns and seeds, you can teach and would you can teach more kids, more kids learn in your graduation rates. Go up your just gonna get better. All these wonderful things happen, so this leading indicator around account ability helps us get there, and now we can unpack that

00:29:09

Speaker

three or four questions that we’re asking in our survey. Now each and every one of them becomes enacted war kind of thing to derive the outcomes at rafter. So that’s where this thing gets really interesting from a longitudinal prospective

00:29:23

Speaker

at super interesting that whole school, the example when a yard at stuff thought one. I was expected to come out from from this conversation like it, but you know those guys bring our reason why I brought that up is because I wanted the show the versatility of alignment is not just incorporate is not just in

00:29:43

Speaker

line enforcement is not just nerds everywhere we walk and go the more a. We are around our mission and vision. Ah, the more apt we are to perform at the highest level

00:29:57

Speaker

doubt have even mention mission and vision. Always we talked with a logo that beginning you mention it again. Would you see that, as the yoda the foundation of the of your sorrows,

00:30:12

Speaker

then I would say that if we’re trying to establish were due north is some organizations if their mission and vision other organizations, it’s our values. Ah other organization raise our strategic plan. Ah

00:30:27

Speaker

law enforcement emmy we see the mission right on the side of law enforcement vehicles right to protect and serve so it just depends on the organization. Ah, but whatever it is, they’ll define what it is that they want to charge people to and then at that point time all we’re trying to do is figure out the degree to which people had bought into that

00:30:49

Speaker

got. It got it. So I guess that my point would be it young, behooves, the organization sure that’s written before I even start at asset satellite

00:30:58

Speaker

yeah, I mean if, if, if, if you got, if you got a structured, it’s built on a faulty foundation, yeah you get it out, but it at some point. It’s kinetic file, a big desert

00:31:09

Speaker

children’s diet, thoughts about that

00:31:12

Speaker

have one or two

00:31:14

Speaker

for someone a lot. But

00:31:17

Speaker

but that’s I mean, like e, need to take that time to that young, deep soul, searching deep thinking, analysis like okay! Well, what is it out? We want to point: are our people towards know? Is it emission a vision statement which oscillates getting lifelike, and these days I feel like I, like you, are saying clouds archaic, old school?

00:31:37

Speaker

No really wanted it does it? Does it work for a small company vision and vision and vision, statements, okay, well, values, now, okay, values provides mean something different and then you onto the next thing or is it a motto I you said police serve and protect, which is interesting. You even now not because the new loan

00:31:57

Speaker

say hit home, but I feel there’s a lot of angsty against police officers and police forces out there, these days and astros on your side or got the border and and yeah for guy who knows a fair number of police officers as friends, I feel that it

00:32:18

Speaker

it the read the times that these dual spikes occur in these incidents occur because to get away from that motto,

00:32:29

Speaker

witches serve and protect. You are there to serve and protect the public and back mean a whole lot of different things

00:32:38

Speaker

in all kinds of different snare as situations, but ultimately it’s been serving and protecting, which arguably is the same thing as myself, arrogant, ass forces, my right to serve and protect you don’t initiated, hit the nail right on the head, I it it is, and, and that’s when we see these incidents take place that leads to craziness

00:32:58

Speaker

what what we find is you’re right. There is a departure from ah from the mission nor the vision of the organization and um and there’s one element missing: it’s it’s to serve and protect all you know it’s everybody. We we the deck on it when we get away from that. What so active as as you might imagine. Ah,

00:33:18

Speaker

you know the lower the organ metric score, which is what we’re measuring here on the more likely an organization is to some sort of calamity and on, and so is just a matter of getting that baseline, read a worthy organizations it and then, and then trying to drive that score up, because we know that it leads to

00:33:38

Speaker

a positive things, but, more importantly, it it leads to mitigating some really negative things as well.

00:33:46

Speaker

Not for sure- and I think that’s probably the biggest thing there is like. Okay. First, let’s fix the house before it crumbles. Now, let’s make the house, you know I was standing right now. Let’s, let’s run audience inside mixture of structure in the foundations, great okay, I get you identify and fix was areas, but now how to optimize. How do we make

00:34:06

Speaker

it even better right, spot on and ripe and that’s what we go was run after and lighter parts? So with that, you obviously makes it you go through this assessment and new punch out different score or so of the lowest is the ones I are faltering of the young faltering, the mouse

00:34:26

Speaker

in the higher ones, not so much etc.

00:34:29

Speaker

What advice out there would you give for the leaders are, listens to and go through. This know how to prioritize to work when you go. Oh, my god,

00:34:38

Speaker

I am misaligned is so many areas. Where do I start so I at first, I you start with the magic where ya right now, though, urgent yeah, we get a baseline reading where the organization is and dumb and then what we’ll find is at these nine pillars. Some will will spike and be doing well and others or be

00:34:57

Speaker

amd and in the lower scores and- and we have to identify, be okay with that, and I think it takes a courageous leader to be okay with getting that. Ah, ah getting that piece of information that potentially yo yo, you can see where your your phone a little short. So once we identify that area that

00:35:18

Speaker

aware form a little short, then the next step is to find a good consultant to work with the organization or find someone within that can kind lead the charge in terms of of how to rectify the situation, and that’s not that’s not what we do. We we we stay squarely in it’s basic measurement,

00:35:38

Speaker

but then, after the work has been done. In other words, the brakes fixed work that has helped get communication lines are banned in establishing better processes and and whatnot

00:35:49

Speaker

to come back and measure again and say. Alright, what has mood did our account ability score, go up, dead, are creativity, score go up and what will find and oftentimes find is, as our creativity score goes up, so does innovation,

00:36:05

Speaker

in other words, newer ideas are coming up faster, better ideas are coming up, new product launches are happening. Wonderful things happening happened from a manufacturing perspective in that space, but the same thing happens in other industries as well. We find better ways to teach with buy better ways to connect with students in in education

00:36:25

Speaker

in law enforcement. If I better ways to work in communities that we have historically had challenges, and- and so how do we get better at what it is that we do, it all begins with this concept of getting a measurement, fixing it and then coming back measuring again and seeing where that improvement was and then tying that to an outcome so in other words chronic absenteeism. Like the

00:36:45

Speaker

example I used before being tied to accountability, we look for this thing called and I’m going to get really technical here for one. Second, we look for a thing called a call box score and the higher that chrome box score is speaks to the degree to which those tooth the bills to events correlate and not more. They correlate the more. You can spend time on accountability, knowing that it’s going to drive the outcome that you

00:37:06

Speaker

want, and so now that we’ve got this leading indicator, we need to revamp our strategic plan to reflect the things that are ultimately going to get us to our end goal.

00:37:15

Speaker

It’s awesome it through things really to their through there, one which you said early, was essentially a for leaders to acknowledge and accept the fact that

00:37:28

Speaker

you can’t be perfect and you can’t fix everything right away

00:37:33

Speaker

and often, if they’re fine

00:37:36

Speaker

leaders, young we’re like oh, we gotta fix it or young gotta have everything perfect dog has fun nothing’s perfect early problems out. Yeah they’re always be problems, however, yahweh. Is this acceptable at this moment in time and that’s something which I found young, which is you

00:37:56

Speaker

t fine from someone like yourself saying that all the time because young new york you’re there, you know causeway, spade you’re selling your service on your block and all this stuff and by the same time, in order to be effective, you have to be realistic and you have to and be realistic. You have to accept the weird areas where you can’t

00:38:17

Speaker

fix right now and urban areas you’re, okay, with waiting, because you can go ahead and, as you pointed out later, some of them may be attached to other areas where you’re not happy with so ill by de facto. That area, were you accept it where it is right now main goal ave anyway, just due to a secondary effect of what your fix

00:38:37

Speaker

being elsewhere or you may go through the whole process. Read look at it! Oh okay! This is progress that we made. Okay. These areas have gone up substantially. Oh that one area where we said we would accept. Orders are now us folks at that now and go after that. One next, because you don’t die is now too far,

00:38:57

Speaker

is where we need to get better. Maybe that one is innovation, maybe less creativity, maybe it’s retention or empowerment, who knows so about which website

00:39:08

Speaker

don’t go ahead. Go ahead by just going to say that I’m yeah you mentioned that were were under, sell books and an adult I I am a born again capitalist, so the idea of of of moving more books is great. I mean you know where a wall street journal bestseller. I mean believe that we can check that box on the business that we do. What we’ve done well in the space

00:39:27

Speaker

of measurement working with organizations that box is checked? What we’re really trying to do is we’re trying to level the playing field. We’re trying to create an environment by which a leader that steps into a role can be effective immediately and write out a lot hotter. They go about doing that, and so what manifesto deterrent to as a new leader that helps you to

00:39:48

Speaker

hey all right. How do I get everybody on the same page? You know the same time because we’ve all been a part of organization weather sports, whether it’s a military know what what my dad was a was a drill sergeant in the army. So it’s yeah, I I know that wrote verses well written, but how do we get it? It happens in india

00:40:08

Speaker

performing in a in a in an orchestra if, if you ever heard the bolero perform, you know that I mean that is alignment at it’s best, and so, as we see hockey, I see you got the the with the canadians act bug there, and so it on from a hockey state myself in, and you know it’s important that we are aligned and that we

00:40:28

Speaker

you see when a play takes place and the the it’s almost like it’s in slow motion as it happens, and is this nearly synchronous city that takes place and it’s just a wonderful thing. But how do we capture that and make it happen time after time in in our work environment, so erect

00:40:48

Speaker

wires, creating the right kind of culture and, historically, we’ve thought of these things like measuring teamwork and measuring, ah empowerment, as saw skills that you can’t really measure. But that’s not true, because we I we have been able to measure and the degree to which we get better at those things leads to the outcomes that were after and so that part is what gets

00:41:09

Speaker

me excited. I think we’ve we’ve got to a point now, where you know we told the story enough to get the word out now. It’s just a matter of really driving these opportunities and using the normative data that we been able to amass over the years in a manner that continues to help leaders

00:41:25

Speaker

my power forwards, power forwards. Basically, what you’re saying is known here to help yeah yeah to help pride. I just had alleged up as a young leader. It almost got an area you’re scratching your head, china, pr, I won’t now what it would have. I would I, how do I get these people that have been in this business longer than me?

00:41:46

Speaker

How do I get on the fly in formation? Have? How do I do that then espresso? This is absolutely what a great way to wrap up. Ah yeah, definitely definitely russia. Armenia has been a great conversation, but before we do before reboot sorry before we do hit stuff on that record, I got a couple

00:42:05

Speaker

us questions for him

00:42:07

Speaker

and the first one being a christian as all the guests here at the peak performance lose your podcast as corn. You are johnson what makes a great leader

00:42:18

Speaker

a leader that can get out of their own way, a letter that asks more questions than answers, questions and dumb and and empowers the organization to make informed decisions.

00:42:32

Speaker

I found that book coming. I can feel accountant

00:42:36

Speaker

get out of my way out of my own way,

00:42:39

Speaker

love it or get over yourself

00:42:41

Speaker

get over yourself. That’s right! That’s a better, get over yourself and feel come. I’m sure you’re like typing up before noon before me or something

00:42:49

Speaker

fulkerson of the podcast out. If you find you can follow, you shameless plugs, have at it it’s all the uranium, so the art of alignment can be purchased dad wherever you get your books, barnes and noble. Ah, you can certainly get at amazon. Were an amazon bestseller wall street journal bestseller

00:43:07

Speaker

the best way to reach us in terms of of measuring organizational climate or getting becoming a part of the ecosystem of alignment is organ: metrics, dot, net s, o r g, a m e t r, I c us dot net and then just one other shameless plug here, as you call it god we we’ve in measuring this,

00:43:27

Speaker

then called diversity, equity and inclusion and done what we’ve learned is that individuals that are misaligned many times are people that feel disenfranchised for whatever reason and the degree to which you can get all birds planes flying in formation. You get better outcomes, and so the degree to which we can find ways to get everybody

00:43:47

Speaker

on the same page

00:43:49

Speaker

that drives the the behaviors and the outcomes that we ultimately want is leaders. Ultimately, one is leader, so ah, we’ve been measuring that now for some time and have had a lot of success in that space as well, and that too was called aqua, metrics e q, you, I m e t r, I c s e q. U I e que you

00:44:08

Speaker

yeah. I m e t r, I c s, dot, net

00:44:16

Speaker

awesome and for listeners eyes, it’s easy for you just had to moving for leadership, dot com forward, slash one, eight six, one, eighty six art, my man, it’s been an honor, sir. It’s been a pleasure, it’s been a great conversation. Be honest. Thanks, oh, come now, scott nice

00:44:33

Speaker

revenue.

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