Good Strategy Isn’t Enough
Every company has a strategy. Some have binders of them. But research consistently shows that the majority fail in execution. In fact, McKinsey reports that 70% of strategic transformations fall short of their goals. Why? Because the strategy wasn’t wrong—it was unsupported by leadership alignment.
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Jim Collins, author of Good to Great, famously said: “Good is the enemy of great.” Many organizations have “good” strategies, but without aligned leadership, they never reach greatness. Alignment is what transforms strategy from a set of ideas into a force that moves people.
Why Leadership Alignment Outweighs Strategy
- Strategy Is Fragile Without Unity
Even the best-crafted plan crumbles when leaders pull in different directions. - Mixed Messages Create Confusion
When executives disagree, those conflicts cascade through the organization, leaving employees uncertain and disengaged. - Alignment Fuels Trust
When leadership is united, employees feel secure, motivated, and clear about expectations. - Alignment Unlocks Speed
Disagreement stalls decisions. Unity accelerates execution.
Harvard Business Review found that companies with strong leadership alignment are nearly twice as likely to outperform peers in profitability and growth.
Signs Your Leadership Team Is Misaligned
- Leaders deliver conflicting priorities in meetings.
- Departments fight over budgets and resources.
- Strategy sessions feel like battles rather than collaboration.
- Employees say they’re confused about company goals.
- Progress feels like “one step forward, two steps back.”
Case in Point: The Nonprofit Board
A nonprofit had ambitious goals for community impact. But board members disagreed on priorities—some wanted to expand programs, others wanted to strengthen fundraising. The result was paralysis.
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When the board invested in an alignment workshop, they clarified mission and priorities. Once united, they launched a focused fundraising campaign that exceeded its goal by 40%. Alignment unlocked momentum.
Case in Point: The Regional Bank
A bank introduced a new growth strategy focused on digital services. But half the executive team prioritized cost-cutting, while others focused on expansion. Employees received mixed signals, creating confusion and resistance.
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After realigning through facilitated sessions, the leadership team committed to one shared path. Within 12 months, digital adoption rates doubled, and customer satisfaction rose significantly.
How to Build Leadership Alignment
- Start With Purpose
Revisit the company’s mission, vision, and values. These form the foundation of alignment. - Create Space for Honest Dialogue
Leaders must surface disagreements openly. Hidden conflict poisons execution. - Define Shared Goals
Agree on the metrics that matter most. If leaders track different outcomes, alignment will crumble. - Clarify Roles and Accountability
Unity doesn’t mean overlap. Each leader should own distinct responsibilities that connect to the whole. - Commit to Communication
Once aligned, leaders must communicate consistently and visibly. Employees need to see alignment in action.
The Business Benefits of Aligned Leadership
- Clarity at Every Level:Â Employees know what to prioritize.
- Stronger Culture:Â Unity at the top creates confidence across the organization.
- Improved Execution:Â Decisions are made faster and implemented more effectively.
- Resilience:Â Aligned leaders can adapt together when markets shift.
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Bain & Company found that companies with high alignment among executives are 3.5x more likely to outperform competitors.
Actionable Takeaways
- Don’t assume strategy equals alignment—test for unity.
- Use workshops or third-party facilitation to surface hidden disagreements.
- Anchor alignment in mission and vision, not just metrics.
- Model unity in communication—leaders must show a single voice.
- Revisit alignment regularly; drift happens.
FAQs
Isn’t disagreement healthy among leaders?
Yes—during planning. But once a direction is chosen, unity is critical for execution.
How often should leadership teams revisit alignment?
Quarterly at minimum. Strategy and markets shift quickly.
What if one leader resists alignment?
That’s a culture issue. Leaders must prioritize the organization’s success above personal agendas.
Conclusion
Strategy is essential—but alignment multiplies its power. Without unity at the top, strategy becomes noise. With alignment, even an average strategy can succeed, because execution becomes clear, consistent, and energized.
As Collins reminds us, settling for “good” is the enemy of becoming “great.” Leadership alignment is the bridge.
