Not long ago, David’s car started pulling to the right. He could tell it was out of alignment, but he had no clue how to fix it (David is what some of you would call “mechanically challenged”). He took it to the professionals, who tinkered with the internal structure and systems until everything was aligned, allowing it to run more efficiently, generate less wear and tear, and operate more smoothly.
There’s a lot of talk about alignment in organizations these days, but there’s a big difference between aligning a car and aligning an organization. It’s the difference between parts and people—a mechanical process versus a relational one. When leaders take a mechanical approach to alignment, they underestimate the importance of relationship in the process.
Consider another analogy: imagine placing a magnet on a table with a bunch of iron filings. When you move the magnet around, the filings will follow—the force of the magnet’s strength causes them to fall into place, to be aligned if you will. A magnet moves pieces by power, strength, and force, but that is not the best way to approach organizational alignment. People won’t line up like iron filings. Force and control may create systems alignment, but it tends to do the opposite with people. That’s why most successful organizations focus on alignment AND attunement (what some leadership researchers refer to as resonance).
Attunement is about influencing people relationally and bringing them along. It’s about creating a sense of ownership and buy-in. As leaders, we must grow in our ability to build resonance within our teams because it can make or break an organization’s effectiveness. If there is dysfunction and distrust, it won’t matter how much we force alignment at the organizational level. We can’t treat people poorly and expect them to follow, let alone lead effectively. So, how do we cultivate attunement that authentically creates emotional buy-in?
Believe in Your People
Belief is a powerful thing, especially in our world today. Many people carry around an invisible trash-bag of self-doubts and concerns. When is the last time you looked a team member in the eye and said, “I believe in you; I want to do everything I can to help you succeed”?
Celebrate
Praise your team members. According to the U.S. Department of Labor, the number one reason people leave their jobs is that they do not feel valued. One poll found that an astonishing 65 percent of Americans stated that they received no recognition for good work in the past year. While it’s important to recognize team members publicly, don’t forget to praise people privately and in the moment.
Build Community
Work hard to build a sense of connection amongst your team. We all prefer to work with people with whom we feel a deeper connection. In meetings, take time to build relationships. This will pay enormous dividends in breaking down silos, creating alignment, and moving the team toward attunement.
Listen Aggressively
Too often, people don’t feel heard. We must listen to people’s ideas and their frustrations. Be available and approachable. Give them your full, unhurried attention, and they will cherish you for it.
Communicate Constantly
Communication is a significant challenge for most organizations. And as the organization grows, so do the complexities surrounding communication. A lack of communication nurtures negativity and cynicism. Few things are more frustrating than being blindsided by a public announcement about something that directly impacts your area. If you want to torpedo attunement, make decisions in isolation rather than collaboration. In a culture of attunement, people feel included, not just informed.
Have Fun
Many teams could stand to raise their fun quotient. We all know that we’re there to do a job, but no team can endure intensity and grueling demands all the time. Companies must learn a healthy rhythm that includes a good dose of laughter, fun, and banter. You’ll be healthier for it.
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Take the Attunement Challenge: Spend time this week intentionally focusing on people rather than processes, tasks, and plans. Have unhurried conversations with team members about their lives (not their work).
