Building alignment takes a number of ‘conversations’ to establish clarity and focus.
When we begin working with a client’s team, we anticipate a diversity of viewpoints because each of us have our own levels of experience, knowledge and understanding of the business. This is positive and very normal.
Team members will have differing opinions on the relevance and importance of the issues and challenges facing the business.
However, to deliver real improvements and lock in enduring change, they need to be aligned. Clarity of thought, a shared focus and a commitment to the right things, means that new action plans can be put in place and people made accountable.
The Tri Helix Way helps clients systematically create this alignment, clarity and focus.
As you might expect, building alignment can take a number of conversations. It is necessarily cyclic in nature because playing fields keep changing, stakeholders come and go, priorities shift and enthusiasm can wain.
Typically, once engagement begins, people’s confusion and resistance to change can increase initially. Alignment is required.
Then, just as the team realigns, something changes – the goal posts move again – and the team will need to agree on a new or modified response. At this point, people often become uncertain, hesitant and so can resist taking action.
However, if the team is to deliver improvements, each team member needs to take ownership of the agreed actions, be personally accountable and continually follow up.
If we are to have enduring change, lots more work is required. The team may be aware and have clarity and focus, but implementing the action plans will realistically raise another set of associated challenges.
Meantime, the world continues to change. For instance, markets move, globalisation can threaten existing arrangements and regulatory requirements can be amended. In addition, assets age, staff move on and competition stiffens – all introducing new issues that are likely to misalign a client’s team.
For the team to adopt enduring change, the alignment process must be repeated periodically. The team must continually work through the newly emerging issues and build new clarity and focus. Ultimately, we want changes to be ‘embedded’ within the team so that this method of working together to generate business improvement becomes the ‘norm’ or ‘how we do things around here’.
At Tri Helix we believe enduring change delivers real ongoing benefits and value to a client’s business. We make this happen by facilitating meaningful and engaging conversations, that bring people together to discuss, decide and ultimately deliver appropriate action plans. We invest in the complete journey with our clients, right through to embedding the team behaviours required to generate measurable business improvements.