Have you ever wondered why a group of remarkable individual performers can get together and fail as a team? You can have all the talent in the world, but if individuals do not share common goals, coordinate their efforts, and trust one another to carry their share of the load, then you don’t have a team. So how does a team manager bridge this divide between individual performance and team performance? It turns out they construct that bridge on three simple building blocks: team alignment, team process, and team relationships.
USA Today and Wall Street Journal BestSellerAlign, part 1 of a 3-part series, shares four simple steps that transforms the way leaders lead and renew their self-confidence. Through the process Align offers, leaders develop the courage to connect with their team in a meaningful way and start winning together. Through Align, leaders will learn to create alignment within their organization and develop a culture built on employee fulfillment. It shows leaders exactly how to get there. Within Align, leaders learn how to: Foster a leadership style built on loving people Leverage their own natural gifts to become an effective leader Develop a culture built on employee fulfillment Create a company where everyone feels like their winning
"This book deals with strategic organizational decision-making providing techniques for improving the intelligence of actions by organizational decision-makers"--Provided by publisher.
In Alignment, Jennifer Cochern shares stories from her own life and those of her clients using her alignment model. The model makes use of the everyday human system and pairs it with the foundational concepts of accountability, boundary setting, and communication for a life of clarity.
People engaged in a conversation tend to express themselves in similar ways by using comparable or identical words, phrases, sentence structures, accent, speech rate, etc. This process and end results are termed "linguistic alignment, " and have also been observed in both computer-mediated communication (CMC) and human-computer interaction (HCI). Many researchers have demonstrated that linguistic alignment can be easily induced through priming, while others focus on the social aspect of linguistic alignment. Moreover, previous research work on linguistic alignment mostly focused on conversation within dyads. In this dissertation, I report two experimental studies that, in the context of a triadic conference chat setting, investigated the co-presence of alignment as a result of priming and alignment attributable to difference in work relationship (cooperation vs. competition). Similarities and differences observed in the HCI and CMC conditions were also examined. Results show that priming is a strong predictor of alignment even when interlocutors do not directly communicate with each other, but work relationship between interlocutors and communication type (i.e., HCI vs. CMC) could also sway the degree of alignment. Additionally, the priming effect on certain stylistic dimensions (e.g., vocabulary complexity) lasted relatively longer than the effect on other features (e.g., capitalization). As a whole, the dissertation proposes a holistic way of examining and understanding linguistic alignment, and offers researchers a new methodology utilizing realistic user contexts and tasks to study human language behaviors in general and those specific to HCI and CMC.
Leading organizations worldwide are evolving from the idea of employee engagement to that of organizational alignment. More important in today’s virtual work environment, The Art of Alignment provides a roadmap to creating alignment to your mission and vision to distributed teams. Readers will discover the answers to: How bought in to the mission and vision are your employees? Are leaders across your organization aligned? How are your KPIs integrated into the organizational alignment? The Art of Alignment takes a data-driven approach to organizational alignment. When executives add PURPOSE to engagement, coupled with measurement, your organization will experience market-leading performance. By following the 9-Pillars approach to leadership, your organization can increase key metrics by as much as 28% with each percentage point improvement in alignment. The approach to organizational alignment is organized into four parts; how it can be measured, practiced and analyzed: Part 1 – Alignment is the Responsibility of Leadership Part 2 – The Nine Pillars of Alignment Part 3 – The Data-Driven Leadership Playbook Part 4 – The Scientific Leader - Where Data Science Meets Leadership Decisions By adopting a scientific approach to your leadership style, leaders are able to visualize how to improve employee engagement and performance.
In the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core plannin
Just like the world financial system, but for different reasons, 21st-century corporations need a new business model for their enterprise supply chains. The old conventions no longer work in this new world of volatile and increasingly unpredictable demand and supply. The enterprise needs to become more 'connected' to its own parts, as well as its partners up and down the chains it participates in. So too, we need to embrace new ways of looking at customers to gain deeper, more insightful impressions of what they are telling us about the way they want to buy our products and services. Finally, these signals need converting into corresponding action, driven by the people in the business, leaders and staff alike, who are aligned to their customers' wishes. This is the world of dynamic supply chain alignment where, increasingly, supply chains are the business. In the follow-up to his hugely successful Strategic Supply Chain Alignment, John Gattorna's Dynamic Supply Chain Alignment, explores how to create and sustain multiple supply chains with a level of flexibility and responsiveness that allow you to respond to opportunities and threats; at the same time aligning with your suppliers, your partners and your customers. When more executives get to this stage of development the profits will flow more readily, and sustainability of performance will not be the same issue it is today. The way forward is right there in front of us; but, says John Gattorna, we must throw off old ways and embrace the new.
