Ultimately, the degree to which your executive team is aligned is inseparable from the larger concept of “organizational health.”
Like employee engagement and customer delight, organizational health sounds both highly desirable and difficult to quantify. But management consultant Patrick Lencioni says there are some clear indicators. “You know you have [organizational health] when you have minimal politics and confusion, high degrees of morale and productivity, and very low turnover among good employees.”
For a deep dive on how to address potential problems, see the sources referenced in “The Plus” below. For a quick take, The Table Group created the abbreviated team test above exclusively for Build.
In The Advantage: Why Organizational Health Trumps Everything Else, Lencioni lays out a strategy for achieving organizational health.
1. Build leadership-team cohesion by encouraging constructive conflict, enforcing accountability, and committing to group decisions.
2. Clarify the company’s most important strategic priority and define roles/responsibilities, as well as metrics for success.
3. Communicate a clear, consistent message about strategic priorities through all levels of the organization. Repeat again and again.
4. Walk the talk by demonstrating your commitment to the core strategy through management practices, hiring, and rewards and recognition.