Leaders Build Alignment

Cathie Leimbach • October 21, 2020
building with blue sky above

 

"Leaders have three fundamental responsibilities: they craft a vision, they build alignment, and they champion execution."

Work of Leaders. Straw, Cullard, Kukkonen, & Davis.



How often do you refer to your organization's most recent strategic plan?  Do you have a clear understanding of the organization's priorities and direction?

 

  1. Are you clear on what your team is to do to support the organization's success?
  2. Have you clarified with your downline what is expected from them to fulfill the priorities in the strategic plan?
  3. Has your leader discussed what you are being held accountable to achieve?


A great vision may have been crafted, but the plan won’t be executed well unless everyone in the organization is on the same page. Leaders are responsible for:

  • communicating the vision,
  • discussing the why and the how of the vision
  • celebrating progress towards the vision along the way, and
  • ensuring realignment when the work train veers off the tracks.


Fulfilling the vision requires that leaders build and maintain alignment throughout the organization so its resources are applied to its goals. How well do you ensure your downline is aligned with the organization’s priorities so staff are focused on what the organization is paying them to do rather on their personal agendas?

 

#leadership #vision #success

How Managers Drive 70% of Performance

By Cathie Leimbach • February 17, 2026
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.