The secret to Alignment for Outstanding Results

Have you ever thought about a model that can be overlaid over everything that you do in work and life?

It is a model that looks at how you think and will be different than what you have seen before. It provides a building block that always starts with the Environment.

Introduction of the Critical Alignment Model TM.

The Critical Alignment Model is a framework that includes four dimensions.

Environment
Structure
Implementation
People

The structure of the framework and the dimensions is set up in such a way and in a particular order for a reason. I know people will say ‘but you should put your people first’, and whilst I don’t disagree with looking after your people it can be argued that you have to get your culture right before moving on.

The Environment is the big picture – the overall purpose of what we do.

It covers the qualitative aspects – culture, vision, values, standards, mind-set and how we feel.

If we’re clear on our purpose, we know why we’re doing something, then we can see how it fits into the bigger picture. If we don’t have a purpose, it’s like getting in a car and having no idea where we are going. Would we ever do that? Yet so many organisations do not know what their purpose is.

If we don’t have purpose, we get stuck in ‘task’ and can do lots with little clear direction.

Environment Includes:

The culture – how the place feels or how we do things.
The vision – where we are going.
The mission – how we will get there
The values – What do you care about and what would you fight for
The goals – what do you want to achieve
Beliefs - what we know to be true
Standards - the personal standards we hold ourselves to.
Expectations - what we expect of others.
Attitude - how you approach life/work.

The second dimension is about organisation and planning. It’s the quantitative elements we need in place to succeed.

We must be clear on our ENVIRONMENT first. Then we move to Structure. If we don’t, we get caught in details without purpose.

Structure Includes:

Categories – the areas or dimensions of what’s going on..
Divisions/Departments – the different areas of responsibility.
Benchmarks/KPI’s – the measurable targets
Systems – The systems to support the KPI’s
Operational Manuals – the written documentation showing steps and policies.
Templates/Checklists – the checklists to allow fast implementation.

Implementation is what we actually do. It’s the actions we take, which should be compared to the benchmarks established in STRUCTURE.

All actions should be benchmarked so we know the standard we’re shooting for. We use the steps we’ve established in the STRUCTURE to determine what we do and when. We’re guided by the policies and the operations manuals and the checklists.

Implementation Includes:

Actions – what we do
Conversations – what we discuss
Decision making/Judgement – what we decide

People come last for a great reason. Most companies put ‘people first’ but have no idea how to help them, develop them or set them up for success.

With the ENVIRONMENT, STRUCTURE AND IMPLEMENTATION in place, developing someone is based on best practice, based on the culture, the benchmarks and the very best implementers.

This Framework will assist to develop people BEYOND their role, and not just to do their role. It is about developing people who strive beyond their ‘responsibilities’.

People Includes:

Hiring – looking for culture matches
Performance managing – feedback ongoing, on culture/vision/values match
Developing – beyond the ‘job’
Leadership development – beyond the ‘job’

Learning to “see” culture, group dynamics, beliefs, and behaviours is helpful for anyone wishing to make a difference.

When you become aware, you can contribute to the necessary positive change.

Critical Alignment Model is developed by Sharon Pearson (TCI)

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