Page 234 - Fearless Leadership

Aligning Emotionally and Intellectually 221

teams innovate and discover solutions without compromising the quality
of decisions to appease dissenting group members.
In the alignment process, committed partners fully dialogue for the pur-
pose of supporting the decision both emotionally and intellectually, as if
they authored it themselves. They agree to (1) dialogue responsibly with-
out holding anything back, (2) support the decision emotionally and intel-
lectually, both privately and publicly, and (3) communicate immediately
to the appropriate person if they discover they are no longer aligned.
Leaders are committed to sustaining alignment and they are quick to take
action the moment they realize they are off track.

Authentic Alignment
Setting aside your personal preference to support the decision from
an enterprise perspective—emotionally and intellectually—as if you
authored it yourself.

Authentic alignment is an extraordinary behavior that harnesses the
power of people—their energy, passion, and vitality—and focuses it
where it belongs: on business objectives. When alignment is used as a
technique where people agree but do not emotionally and intellectually
commit, it is ineffective. This false sense of alignment lacks the glue for
sustainability.

WHAT HOLDS US BACK FROM ACHIEVING
FULL ALIGNMENT
“We have a stickability issue around here,” complained Nigel, a frustrated
CEO. “I meet with my team, we reach a decision, and I think we have
agreed to a plan of action. But two months later when I ask for an update
I find out that four out of five business unit leaders have not initiated the
changes. And, by the way, I have to ask for the update.”
This common complaint from leaders, “Nothing sticks,” refers to deci-
sions about which everyone agrees but that result in no action or incon-
sistent action. In Nigel’s case, senior team members complied and went
along with the decision, but they were not aligned. Nigel had confused
compliance with alignment. There was, in fact, absolutely no emotional
commitment or buy-in from his group and, hence, no follow-through.