Bridging the Alignment Gap: Why Your High-Performers Quit

Bridging the Alignment Gap: Why Your High-Performers Quit
Written by Heather L. Cole, March 21st, 2024

In every high-performer’s career journey, there comes a pivotal moment that defines their future trajectory. For some, this moment is a realization—a stark awakening to the misalignment between their personal goals and the strategic direction of their organization. This was the case in my own career, prompting me to embrace entrepreneurship after witnessing chronic alignment issues across various companies. So, today we will discuss Bridging the Alignment Gap: Why Your High Performers Quit.

Lack of Alignment

Alignment, or rather the lack thereof, is akin to a vehicle that has hit a huge pothole and its alignment is off.  After that, the car tends to veer off course.  Over time this misalignment does more and more damage to your car.  It’s not obvious at first by the wear of the tires. If not repaired, it gets worse and can even cause the tire to blow.  If you have ever had a tire blowout, you know it makes the journey arduous and much harder to get to the destination.  Misalignment is a fundamental issue many organizations grapple with, often unknowingly, leading to the attrition of their most valuable assets: high-performing employees.

LEARN MORE: Bridging the Gap Between Short-Term Financial Goals and Long-Term Strategic Vision

Thursday, March 28th, 2024, 1:00-2:00 pm Eastern

Register HERE 

Why I Became an Entrepreneur

Every job I ever quit was due to misalignment. One of the main reasons I started my own company 20 years ago was I could not find a company I felt would let me continue to grow.  My personal story serves as a testament to this challenge.

Back in the 1990s, I took a job with a growing ERP software company.  I was excited about learning their technology and I was determined to excel, I set an ambitious goal: to become the fastest certified consultant and pivot into a pre-sale role. I communicated this to my boss during the interview and she said “Okay”.  I then asked if I could be reviewed after 6 months and was told the company structures offered an annual review.  I insisted that I would require a 6-month review and she said, “Okay”.  Despite my dedication, exemplified by long nights and weekends immersed in mastering the software, the company's response to my zeal was lackluster.  After 6 months I demanded my review.  Her feedback was simply you’re doing a fabulous job, keep doing what you are doing.  I left the review deflated, angry, and questioning my decision to join the firm.  The feedback, albeit positive, felt hollow, devoid of any forward-looking vision or pathway for growth. The company left no room for flexibility, and failed to recognize or harness my aspirations.  Two days later I handed in my resignation. This misalignment was the catalyst for my departure. 

Do You Want Your High-Performers Competing with You?

This scenario repeated itself a couple more times for me I was not a fast learner.  I eventually handed in my final resignation letter and started my own company, Lodestar Solutions.  And yes, Lodestar Solutions competed directly with my prior firm.

High-Performers Need to See Their Role

This narrative is far from unique. Many high performers, much like athletes from their formative years, thrive on clear, tangible goals. They seek not just to understand the broader strategic objectives of their organization but to see how their contributions interweave with this larger tapestry. Without this clarity, the sense of purpose diminishes, and engagement wanes.

Bridging the Alignment Gap

The solution lies in bridging this alignment gap through transparent communication and a structured framework for setting and tracking goals. A potent tool in this endeavor is the methodology of Objectives and Key Results (OKRs). OKRs empower organizations to distill their strategic goals into actionable, measurable objectives at every level of the hierarchy. This clarifies the direction for each team and individual and fosters a sense of ownership and accountability toward shared success.

Implementing OKRs

Implementing OKRs begins with articulating the long-term strategic goals of the organization. These are then broken down into specific, time-bound objectives for each team, ensuring alignment with the overarching vision. Key Results, the measurable outcomes associated with each objective, serve as milestones, guiding progress and facilitating course corrections as needed.

The true power of OKRs lies in their ability to bridge the gap between high-level strategy and day-to-day operations. By making strategic goals tangible and actionable, OKRs demystify the path to success for high performers, aligning their aspirations with the organization's trajectory.

Explore More

As we delve into the intricacies of OKRs and their impact on strategic alignment in our upcoming webinar, it's imperative for leaders to introspect. Are your organization's goals clearly communicated and aligned with the aspirations of your team members? Are you leveraging tools like OKRs to ensure everyone is not just rowing in the same direction but also understands why?

Strategic alignment is not just about setting goals but about weaving a shared narrative that resonates with every member of the team, galvanizing them towards a common purpose. As leaders, our challenge is to ensure that this narrative is not only compelling but also clear and inclusive, leaving no high performer behind.

Join us on this journey to transform strategic visions into lived realities, fostering an environment where every high performer finds their place, purpose, and path to success. To start this journey all you need to do is clear your calendar and register for my 1-hour webinar where I will share the secrets to:

LEARN MORE: Bridging the Gap Between Short-Term Financial Goals and Long-Term Strategic Vision

Thursday, March 28th, 2024, 1:00-2:00 pm Eastern

Register HERE 

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