Team Alignment: The One Thing CEOs Get Wrong When Scaling Fast

So what does a gap in executive alignment actually look like, uh, for a company on a day-to-day basis then?

You know, when you have multiple people involved, you got different responsibilities, you've got different roles, and people act on their own agendas.

They act in their own silos.

They make decisions for themselves instead of for the organization, and I think that's a, a big thing is when you have conflicting priorities, you're not aligned.

You're not focused on the same things.

You're not focused on the outcome that you ultimately want for the organization, and that's what causes ceilings for organizations.

That's what causes conflict.

That's what causes getting the lack of results that you're after is lack of consistent priorities.

And so I, I think that's a big thing is you gotta get out of the silos.

You've gotta get out of your own agendas.

You've gotta make sure that we're all focused on the right things for the organization's success and the team as an overall success.

You know, I, I've heard of like sales and marketing.

You know, they're, they're two distinct, uh, spaces, yet they're competing for resources.

And even in, in my past career, you'd hear someone in facilities going, "It's really nice that you bought that piece of hardware.

It takes a lot of power.

Who's paying for that?" Right? So you-- everybody has the same goal, right, for the success, but sometimes the-- it's like, uh, having a recipe coming together and if you don't do it right, right, [chuckles] you don't add the eggs later to the cake once it's been through the oven, right? Somewhere, somewhere prior to that.

How do you sort through the, you know, this is the best way to approach a thing? And still keep everybody aimed the same direction without, uh, you know, cutting the nose to spite the face.

You know, it, it first starts with the right goals.

Are we, are we looking at the right things? So it's profitable growth that we are after, not just hitting more sales, not just getting more leads.

We've got to have profitable growth for the organization.

And so un- unless all departments are focused on profitable growth, we are gonna be making d- different decisions.

So how do we convert these leads? That's what marketing is responsible for generating leads.

Sales is responsible for converting those leads.

So how are we doing that profitably? And we have to be aligned.

We may have different, uh, viewpoints of how we market or how we sell things, but ultimately we should be after the same objective.

So what does a gap in executive alignment actually look like, uh, for a company on a day-to-day basis then?

You know, when you have multiple people involved, you got different responsibilities, you've got different roles, and people act on their own agendas.

They act in their own silos.

They make decisions for themselves instead of for the organization, and I think that's a, a big thing is when you have conflicting priorities, you're not aligned.

You're not focused on the same things.

You're not focused on the outcome that you ultimately want for the organization, and that's what causes ceilings for organizations.

That's what causes conflict.

That's what causes getting the lack of results that you're after is lack of consistent priorities.

And so I, I think that's a big thing is you gotta get out of the silos.

You've gotta get out of your own agendas.

You've gotta make sure that we're all focused on the right things for the organization's success and the team as an overall success.

You know, I, I've heard of like sales and marketing.

You know, they're, they're two distinct, uh, spaces, yet they're competing for resources.

And even in, in my past career, you'd hear someone in facilities going, "It's really nice that you bought that piece of hardware.

It takes a lot of power.

Who's paying for that?" Right? So you-- everybody has the same goal, right, for the success, but sometimes the-- it's like, uh, having a recipe coming together and if you don't do it right, right, [chuckles] you don't add the eggs later to the cake once it's been through the oven, right? Somewhere, somewhere prior to that.

How do you sort through the, you know, this is the best way to approach a thing? And still keep everybody aimed the same direction without, uh, you know, cutting the nose to spite the face.

You know, it, it first starts with the right goals.

Are we, are we looking at the right things? So it's profitable growth that we are after, not just hitting more sales, not just getting more leads.

We've got to have profitable growth for the organization.

And so un- unless all departments are focused on profitable growth, we are gonna be making d- different decisions.

So how do we convert these leads? That's what marketing is responsible for generating leads.

Sales is responsible for converting those leads.

So how are we doing that profitably? And we have to be aligned.

We may have different, uh, viewpoints of how we market or how we sell things, but ultimately we should be after the same objective.