Too many leadership teams believe the highest level of being on the same page is Consensus. Unfortunately, this misconception leads to tepid, banal, milquetoast strategies which result in stagnation or even decline. “Agreeing to disagree” is a recipe for “I told you so’s” and a culture of rationalizing shortfalls rather than orienting around clear, bold and courageous actions.

Much of our work with leadership teams is therefore aimed at building total alignment; the kind generated by putting real issues on the table, forgoing “pocket vetos” and making explicit commitments to do whatever it takes to succeed in realizing bold, ambitious objectives.

The extra time spent realizing this level of alignment is repaid many times over during implementation. Misunderstandings, confusion and second-guessing melt away. Duplication of effort and rework that cripples projects staffed by those who are half-in or avoiding accountability is replaced by employees who relate to each project as their own. Mistakes are owned and rectified, slackers are weeded out and change is accepted and embraced as an expected part of pursuing and delivering on significant initiatives.