Strategy |
Organizational Alignment and Performance Marc Towner, Ed.D and Steph Phipps, Ph.D.
Purpose: This series equips leaders to pull in the same direction, up and down their own unit, and across every unit in the organization, toward a shared set of goals. Its overarching goal is to reestablish a culture of performance: a lasting change in how the organization thinks, decides and works together, where strong results are the expectation and every leader understands their part in achieving them.
That culture rests on three disciplines the series builds deliberately:
Alignment: every unit's priorities trace clearly to the organization's goals. Coordination: operating units plan and act together wherever their work intersects, rather than in isolation. Accountability: commitments are clear, owned and followed through, with progress visible to all. Most leaders understand their own unit's priorities well. Fewer can say how those priorities connect to the organization's broader goals, or to the work of the adjacent units. That gap shows up as duplicated effort, competing priorities, slow hand-offs and decisions that stall between departments, and over time it erodes performance. The series closes the gap by giving every leader a common understanding of where the organization is going and a shared framework for getting there together, with collaboration and accountability at the core. Over time, that framework moves the culture from working in silos to working as one complex, from measuring activity to measuring results, and from top-down oversight
to shared ownership. Program Objectives:
By the end of the series, participating leaders will be able to: 1. Articulate the organization's goals in their own words and explain why they matter to their team. 2. Translate goals into unit priorities that clearly ladder up to organizational outcomes (vertical alignment). 3. Identify interdependencies with peer units and build working agreements that remove friction (horizontal alignment). 4. Collaborate across boundaries using shared problem-solving and decision-making practices. 5. Hold themselves and each other accountable through clear commitments, visible progress and regular follow- through. 6. Develop and mentor direct reports so they understand their role in achieving the organization's goals and grow the skills they need for the next level.
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