Aligning on Organizational Performance

When to use Aligning on Organizational Performance

Use this when you sense misalignment among executives regarding what constitutes successful organizational performance.

What it solves

Teams optimizing for different, and often conflicting, priorities due to a lack of shared understanding of organizational performance.

How to run Aligning on Organizational Performance, step by step

1. (15 min) Individually, have each participant write down their definition of "organizational performance."
2. (30 min) Share definitions and discuss common themes and areas of disagreement.
3. (15 min) Collaboratively create a single, unified definition of organizational performance that everyone agrees on.

Materials needed

• Whiteboard or virtual whiteboard
• Markers or digital pens
• Paper or digital document for individual definitions

Facilitator tips

• Encourage open and honest communication.
• Focus on finding common ground rather than dwelling on differences.

Common pitfalls

• Participants being unwilling to compromise on their individual definitions.
• The resulting definition being too vague or generic to be useful.

Variations

• Break the concept of organizational performance into key performance indicators (KPIs) and align on those.
• Use a voting system to prioritize different aspects of organizational performance.

Running it online or hybrid

Use a shared document or online whiteboard to capture and compare definitions.

What it produces

A shared definition of organizational performance agreed upon by the leadership team.

Origin

Based on NOBL's insights on organizational performance — source

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