What do you do if your team is not aligned with your vision?

Set goals and objectives for your team that are aligned with your vision. You need to figure out the right KPIs that capture the core principles of your vision so you can objectively measure the alignment and provide constructive feedback to your team.

Understanding where the mis-alignment comes from is key to addressing it. For ex. may be it is just a communication/change management issue. If yes, it is simpler. But what if the manager has a blindspot ? To understand, accept and address people's views/concerns is essentially the most important part of the manager's job - not just try to convince people with force that their vision is the best. This is the most difficult part of the problem.

I think the best approach is a show back. While questions are great, it can put people in the situation where they get defensive because they "don't know". Have them present it back to you as if you knew nothing, and approach it as if you knew nothing. It will be easier to spot the gaps in understanding when it's not viewed as a lack of knowledge.

As a leader, it is important to understand and gauge everyone's stage of maturity. When coming up with a vision or goal, it is always important that you make them dream big at the same time call out the steps involved, challenges and how to overcome them. The vision or goal has to be iterative by including their concerns, aspirations and any gaps to address. When you have an inclusive culture, the team always stands behind the goals. By doing all of the above, I had seen some of the lofty visions set by me were always imbibed by the teams.

Team it self indicate people and their joint efforts, there fore first step is to understand what are the gaps and I firmly believe communication is the key among the team members. The constructive communication will leads you to understand the major gaps and provide clarity why team is not align with the vision. It is important to foster the team for open communication and involving the team in decision making are the key to aligning them with vision.

Diálogo, comunicação, escuta. Para uma visão ser repassada e engajada é necessário além de ser bem apresentada, escutar os feedbacks para ter um alinhamento entre todos os envolvidos de forma a todos entenderem a importância da visão, porém a visão deve ter um Porquê que leva a um propósito para que todos seguem a visão não por obrigação mas sim por inspiração.

Many times the misunderstanding or misalignment stems from the fact that team is not able to relate to the messaging. It is very important that we address the questions like "What is means to them", "How they can make an impact", "What is their role in the success" etc.

It is necessary to question oneself and not forget that if one masters one's subject, then one can explain it to anyone. Now, listening to others is key to discerning misunderstandings and misalignments in order to conduct pedagogical work to explain. Avoid jargon and acronyms which at best make you appear incompetent and at worst render your message incomprehensible. Prerequisites: your viewpoint is flawless, your arguments are technically valid, and you are addressing individuals with expertise in the same field.

I believe we need to communicate and access the understanding of individual team members. It sometimes happens that high level vision is not broken / communicated down to team members level. It’s important to ask team members of their understanding of the vision and make changes / re alignment from there.

Seek to understand. Understanding why is important for a multitude of reasons including validation. Keeping and promoting open communication regarding vision/direction creates inclusivity and ultimately a working team environment. Take the team on the journey noting their concerns (which you address and do not have to agree with all). Where staff concerns show insight to move/change/adapt vison, congratulate them for their input.

As a leader, one technique I often employ is to gain the trust of the team by listening to understand. A leader must be able to earn the trust of the team to be able to understand them. Some will immediately begin to open up if they find a safe space under your leadership. Others will be a tough nut to crack. I believe that by sincerely getting to know your people will enable them to communicate clearly with you and vice versa. A lot of things can be read through non-verbal quips. It is by applying empathy, seeking to understand, and knowing where your people are coming from will you be able to change the messaging of your vision--a vision that resonates with your people is one that they respond to openly.

I like to break down my vision 3 steps and let them team understand step one, two and three and as a team we achieve the vision

You need to keep communicating your vision over and over again and incorporate the messages in everyday’s interactions with the team. People usually hear it for the first time when you say it the 7th time!

In the realm of IT, where complexity often clouds clarity, the art of simplification becomes a leader's best ally. By deconstructing a visionary IT strategy into palpable, relatable narratives, leaders can transform abstract concepts into actionable tasks. Imagine likening the adoption of a new ERP system to upgrading the team's 'nervous system'—suddenly, its importance and impact become vividly clear. This method not only ensures comprehension but also embeds the vision into the team's psyche, making it a natural part of their workflow. Reflecting on this, I'm reminded of the profound power of metaphors in bridging the gap between the intricate world of IT and the everyday experiences of its practitioners.

Three things to do 1. Observe what people do 2. Ask why they doing it, and 3. Analyze the gap between what have been instructed and real people actions

Interesting, what about sharing it in a new way/s! Maybe divide it in elements and have them own one of those elements so they see the impact ofbtheir input in the process? Use a combination of transformative management methodologies and allowing internal entrepreneurial (intrapreneurial) powers to move the team!! Listen to them, ask them to contribute to process design. Lead conversations in a set framework instead of asking them to listen only. Beware that this partipatory methodology may take too much time. The conversation process should be taken from.planning and process design time not from implementation. The business model canva is a good tool for this type of design thinking.

Communicate clearly in layman terms to make them understand it. Break down the IT vision into Log term and Short term targets

Engage the team through various tools such workshops, awareness and team building sessions to communicate the vision. Also ensure that each team member understands their contribution towards achieving the Vision.

The clarity of the goals and objectives is decisive and if it is achieved through management and periodic monitoring we will reinforce the most key understanding and alignment.

Three things to do 1. Observe what people do 2. Ask why they doing it, and 3. Analyze the gap between what have been instructed and real people actions

Il semblerait que la réponse soit dans la question et le titre « Involve your team ». Pour qu’une vision soit forte et adoptée, elle doit prendre en compte les attentes et affinités des personnes qui contribueront à l’incarner. En d’autres termes, une vision doit être co-construite avec celles et ceux qui sont en premier lieu concernés (c’est à dire les parties prenantes). Ici, il est ni plus ni moins question de leadership, qui consiste à donner envie en donnant de la place, de l’importance à l’autre. C’est en suivant cette règle que de les plus grandes visions ont pu s’épanouir dans la société et dans les entreprises.

Relying solely on direct reports to communicate the vision can lead to misunderstandings or a lack of clarity. It's crucial to establish frequent, multi-channel communications to ensure the vision resonates throughout the entire team, effectively reaching the ground level and fostering alignment and engagement.

However, collaborative approaches require careful management to be effective. While involvement increases commitment, too much debate or disagreement could stall progress. The manager must foster an environment where all voices are heard respectfully, then guide discussion toward consensus. Setting clear guidelines and deadlines can help collaborative efforts stay on track. Regular check-ins allow the team to course-correct as needed. With the right facilitation, collaborative strategy development can truly harness the power of diverse perspectives to create a vision greater than any one person could achieve alone. An inclusive yet focused approach will build both commitment and momentum toward shared goals.

Create an environment where the team feels safe to share ideas, suggestions and concerns. Encourage continuous feedback and active participation in setting strategies and goals. Allow the team to help shape the vision, making them more engaged and committed to success. Here I reinforce the importance of establishing mentoring, including team members in important decisions. Listen to their opinions, involve them in strategic projects and encourage collaboration. When people feel part of the process, they are more willing to work towards the shared vision.

I set up a think tank for my team so that they can collaborate about ways to make the company more efficient. I let them know I am a fly on the wall in those meetings and they are to run it. By listening to how they approach solutions, can help me understand the best way to be a manager for them. As well, they start to feel empowered and more confident in what they do.

Focus on understanding:  Set aside your own ideas and truly listen to the other person's perspective. Ask clarifying questions and paraphrase their points to ensure you grasp their concerns Embrace open-mindedness:  Don't go into the conversation with a fixed outcome. Be receptive to the possibility that the vision might need refining based on the new information you gather. Identify that is the fundamental goal or impact this vision aims to achieve? Acknowledge weaknesses: Be transparent about potential shortcomings of your vision. This shows humility and opens the door to collaborative improvement. Embrace iteration: The initial vision might not be the final one. Work together to adapt and refine the vision

The strategy of involving the team in shaping the vision transforms passive observers into active architects of change. This collaborative ethos nurtures a sense of ownership and pride in the outcomes, much like gardeners tending to a shared garden, knowing the fruits of their labor will benefit everyone. Such inclusivity can unveil hidden talents and ideas, enriching the strategy with a tapestry of perspectives. Personally, witnessing the metamorphosis of individual contributors into invested vision co-owners is a testament to the transformative power of collective endeavor. It's a reminder that leadership is not about leading the charge alone but rallying everyone to march together.

Its important that the team understands the larger picture and are committed towards achieving the common goal and objective. Closely collaborating and seeking regular feedback, brainstorming new ideas, addressing concerns, resolving conflicts and building consensus, and aligning the team KRA's with the vision are some of the strategies for gaining buy-in from the team.

In my experience, if the strategic vision isn't shared by my team, I'll work hard to get back to the basics of the strategy and the key elements, involving the teams to ensure better understanding and buy-in.This collaborative approach not only enriches the strategy with diverse insights but also increases buy-in as team members see their fingerprints on the plan. Their active participation can lead to a stronger alignment as they become co-owners of the vision.

Actively listen to team's feedback to understand their viewpoints and motivations. Demonstrate respect for their input for every concern raised.

Addressing concerns directly turns potential roadblocks into stepping stones towards a unified vision. It's a process that echoes the ethos of a roundtable, where every voice holds weight and every worry merits consideration. This democratic approach to problem-solving not only tempers fears but also fortifies trust, as team members feel genuinely heard and valued. For me, it underscores the essence of leadership as a two-way street, where the flow of ideas and concerns between leader and team enriches the journey towards a shared goal. It's a powerful reminder that in the fabric of teamwork, trust and respect are the most resilient threads.

Listen attentively to any reservations or doubts team members may express about the vision. Seek to understand the roots of their concerns, whether based on past experiences, perceived challenges, or differing viewpoints. Address valid concerns transparently, either by providing clarification, adjusting aspects of the vision, or developing strategies to overcome potential obstacles together. An open and honest dialogue mitigates resistance and fosters trust.

I have a bi-monthly meeting with each person on my team. We first go over the current workload, status of workload, time consumption and issues/concerns. I had instructed the team that they need to be open with me about their issues/concerns otherwise I will never be able to help. I inform them that this is their time and to use it to better their situation, if possible. I am honest with them about their concerns addressing as many as I can and also informing them that some of the concerns are out of my hands.

Open Dialogue: Encourage open communication to understand team members' concerns or disagreements regarding the vision. Utilize Wardley Maps to visually represent the strategy, facilitating clearer discussions. Clarify Rationale: Use Wardley Maps to articulate the rationale behind the vision, highlighting its benefits and strategic importance. Address misconceptions or uncertainties to build consensus. Seek Feedback: Actively solicit feedback from team members on how the vision can be refined or improved to better align with their perspectives and goals. Incorporate constructive input to enhance team buy-in and alignment.

The fundamental basis for team building is trust. It’s this very trust that enables us to tackle challenging topics. As leaders, we need to cultivate an environment where team members feel comfortable expressing their opinions, ideas, and disagreements openly, and where they can discuss them with honesty, respect, and constructive intent. This establishes that such discussions are standard practice, whether in group meetings or one-on-one interactions, for effectively addressing concerns

I simply don't make non-alignment of some team members with corporate visions an issue anymore as i adopt applicable internal automation and models around the process SOP concerns with little or no tasks driven by man ... and have had peace of mind!

As your project progresses, you will likely encounter obstacles and it is almost impossible for everything to go as planned. There may be previously unidentified risks, or perhaps your team is losing confidence in the objective. This is precisely the time when you need to support your team and address any concerns and doubts. Encourage collaboration, seek external resources if necessary. You may even have to start from scratch illustrating your vision to see if it is still consistent with what is being done. In any case do not loose the grip on your objective and make it a common goal.

Address any resistance or skepticism within the team that hinder alignment with the vision. This could involve addressing issues such as lack of resources, conflicting priorities, or communication gaps. Be open to discussions and address concerns transparently. Show empathy and listen to their viewpoints before providing explanations or solutions.

It is natural for doubts and concerns to arise. Take the time to listen and address each of them honestly and transparently. Don't reproduce cheap coaching tactics, as we see on social media, or fancy formulas from dubious books. Demonstrate empathy and understanding, offer personalized solutions for each member of the team and support the team as a unit. Be aware of concerns and resistance, some members may have very specific doubts or fears, open space for constructive discussions. Remember that alignment is not a linear process; obstacles need to be resolved.

As a leader, your actions and behaviors set the tone for the entire team. Model the mindset, work ethic, and conduct you expect from others to realize the vision. Consistently demonstrate alignment through your decisions, priorities, and daily actions. Celebrate and recognize team members who exemplify the desired behaviors and progress toward the vision. Leading by example not only inspires others but also holds you accountable to upholding the same standards.

I always believe in leading by example. If you can work hands on and guide the team, then the vision will be successful. They will be motivated when they see their leader is inspiring them.

Actions that align to the vision are super important and giving the team my full commitment is vital. We are in this together. If I don't believe the vision, why should the team? I might make wrong decisions but I always own them and let the team know that I made a mistake. If I show them that mistakes are allowed we foster a culture of learning instead of a culture of fear of making mistakes. When team members go above and beyond in their work efforts I always recognise them, giving praise where it's due and we always celebrate even the little wins.

Leading by example is a powerful yet understated approach that effectively communicates your belief in your vision and your willingness to bring it to life. This method not only shows your dedication to your goals but also serves as an inspirational and motivating force for others to follow. By actively engaging in the tasks and challenges that you expect others to undertake, you establish a standard of excellence and integrity. This approach fosters a culture of accountability and empowerment among your team, encouraging them to emulate your commitment and drive. It subtly conveys the message that you are not merely a visionary but also a doer, someone who is fully invested in turning ideas into reality.

Be a model of behavior for the team, elegant posture, discretion and moral fiber. Demonstrate enthusiasm for the vision and commitment to goals. Adopt a proactive stance, seek innovative solutions and never complain, you have an obligation to provide answers, viable paths and inspiration. As a leader, you are the role model. Demonstrate commitment, work ethic and passion for the vision. Be an example of integrity and inspire others to follow the same path. Remember that victory and success belongs to the team, but defeat and failure is your responsibility.

Demonstrate Commitment: Lead by example by embodying the values and principles outlined in the vision. Show dedication and enthusiasm towards achieving the goals depicted in the Wardley Maps. Transparent Communication: Communicate openly about the vision and its importance, using Wardley Maps to illustrate the strategic direction. Be transparent about the rationale behind decisions and the expected outcomes. Empower and Engage: Encourage team members to contribute to shaping the vision and strategy, leveraging Wardley Maps for collaborative discussions. Empower them to take ownership of their roles in realizing the shared objectives.

- I believe it is important to state leading by example does not preclude communication. On the contrary, leading by example means over communication. Sharing where you fail, how did you correct your failure. How you may or may not know the answer but you are willing to fail in order to discover the answer. As humans we need leaders who are strong in leading to discoveries and not those who are sitting behind a pay wall of knowledge.

Ser um exemplo não é uma opção, mas sim uma obrigação de todo líder. Ao longo da minha trajetória, já ouvi de alguns líderes: "Não sou exemplo para ninguém". Esse pensamento é um dos maiores equívocos para quem atua na gestão de pessoas. Poderia citar vários líderes que influenciaram de milhares a milhões de pessoas simplesmente pelo exemplo. Não há ensinamento mais poderoso do que uma ação positiva realizada por um líder; palavras jamais substituirão o impacto de transformar a vida de alguém por meio do exemplo.

Leading by example is akin to a captain steering a ship through uncharted waters with confidence and precision. This visible commitment serves as a beacon, guiding the team through the complexities of change with assurance. By embodying the vision in every action, leaders can illuminate the path forward, transforming abstract goals into tangible realities. It's a powerful catalyst for alignment, inspiring team members to mirror this dedication in their own pursuits. Reflecting on this, I'm reminded of the profound impact of leading not from behind a desk, but from the front lines, where the vision is lived and breathed daily. It's a testament to the adage that actions indeed speak louder than words.

Leading people to follow a Vision is part of every leader's prime challenges. Its often overlooked and gets drifted during the up and down turns of management. Some where then a realisation occurs in the system, that what are we working for as a team. The best way is you should believe in the Vision, the values and principles. Then take lead by adhereing, improvising and some time challenging the value and principles. This way, the team will understand how and why you see the Vision to be most important. Lead by Example, lead the team to align their work to the Vision.

Alignment is ideal to make sure everyone is pushing in the same direction, but don't assume that everyone should immediately buy into your vision just because you're in charge. Be humble and try to understand where the resistance is coming from, hear them out, try to put yourself in their shoes and you may find reasons to tailor your vision to the team's arguments. Identify the aspects where your vision can be adapted to the team's ideas without losing its backbone, then use your negotiation skills to bargain and find common ground. Importantly, make the team feel like they're part of co-creating the "vision 2.0", and not like you're accommodating a few ideas just to gain support.

In my experience, communication and adaptability is the key. We need to hear and consider their perspective and feedback. Taking this into account, we can articulate the vision aligning to every individual's goals and how everyone is contributing towards it.

Having the team aligned to the vision is crucial, some things to consider would be * Ensure that the vision is articulated to the whole team, and that everyone understands what the goal of the vision is. * Listen to feedback. Understanding the perspectives can help address any misunderstandings or resistance. Ensure open feedback is encouraged. There may be valuable insights or ideas that can enhance the vision or reveal issues. Ensure the goals and expectations are clear and that the stakeholders and leadership demonstrate the commitment to the vision. Provide support and resources, and periodically revisit the vision with the team to ensure alignment and relevance. Be open to adapting the vision based on feedback and circumstance.

In the dynamic landscape of IT, the agility to pivot is not just a strategy but a survival skill. Recognizing when a vision needs recalibration to match the evolving project landscape or team capabilities is a hallmark of visionary leadership. It’s like adjusting the sails of a ship to catch the wind more effectively, ensuring the journey continues smoothly towards the destination. This openness to change, fueled by feedback, not only realigns the team but also reinforces a culture of innovation and resilience. Personally, I find this adaptability inspiring; it serves as a reminder that the path to success is not linear but a series of calculated adjustments and growth.

The vision cannot be effectively communicated overnight and its receptiveness varies depending on the individual. People are at the core of the vision and play a crucial role in achieving the objectives. Therefore, active listening and adapting communication to each team member are essential skills for a leader. Feedback from our team will give us indications of what we need to change or adjust in our vision and strategy.

There is more than a single path to reach and fulfill a vision. As a leader one must look at their team topology and skill sets identifying what can be leveraged and what blind sides one has. Throw in leading the team, not dictating to them and one will always be successful.

Consider the cultural factor: in some cultures it works best to communicate clearly and straight to the point, while in others it might work better to get the team involved in shaping the strategy. But in any case, asking the team "How would you get the company to the next level? What can we do to make even more successful operations?" and give time to reflect about this, might do the trick to get all involved and working towards aligning.

To me, the most important consideration for a vision is that it is OUR vision, not MY vision. Talking about it, articulating it clearly but listening for thoughts, reactions, other ideas...and tweaking it to round it out to be "shareable" needs to happen for it to be worth anything more than a cute story. My analogy is marriage...you can "live with someone" or truly become a team/partners by sharing and refining your goals, ideas and thoughts to be your true "vision". Walk together, side by side, deriving the good and the bad together but clinging to the shared "vision".

Being Flexible is the key. Treat vision is our guiding star, the paths to reaching it can be flexible and adaptive to ensure success.

Adapt positively when success or failure. Celebrate both. Difficult to celebrate failure but very important with humour and also investigation with teams to imagine what to do for the future; and not fake adaptation just made for audit.

When your team isn’t aligned with your vision, navigating the path forward can be challenging. Ambitious, forward-looking strategies for teams that have previously operated with a tactical approach can indeed feel overwhelming. Believing that it will work out becomes paramount, but it’s equally crucial to balance the energy required to gain momentum. Time, as a critical factor, plays a pivotal role in creating impact. Consciously assume the multifaceted roles of a coach, commander, boss, and sponsor. Each role contributes uniquely: the coach inspires, the commander directs, the boss ensures execution, and the sponsor champions the vision. By harmonizing these roles, you can steer your team toward shared success.

There is probably a reason the team is not aligned with the vision. It usually stems from a lack of understanding of their viewpoint. It might also indicate that sufficient levels of stakeholder management had not been reached to sell the vision to the team, understand their feedback and viewpoints and refine the vision.

Well that is totally healthy, my team is empowered to innovate and lead, even as a manager I am yet a team member to learn from each one of them, it’s interesting to give each individual a unique chance to work things differently and we discover together the outcome to adopt or adjust, at the end my team and I are enjoying the continues transformation artful making journey.

When confronted with the task of rallying a team around a vision, the instinctual response may be to embark on a campaign of persuasion. Yet, attempting to convince individuals who do not inherently resonate with the vision can prove to be a daunting endeavor. People are naturally driven by their own beliefs, values, and motivations. Trying to force alignment with a vision that does not naturally resonate with them can lead to resistance, skepticism, and disengagement. Instead, leaders should recognize the power of aligning with like-minded individuals who already share the vision. By identifying and assembling a team of individuals who inherently believe in the vision, leaders can foster a culture of passion, commitment, and collaboration.

This is a great topic to consider for building Clarity, Trust, create "One Team Mindset" and deliver even more business performances. My way of doing is simple: We need to explain to all people involved the vision of the company, the strategy to achieve it, and to make sure that all people involved understanding their role, contribution and responsibility... no excuses! After that you have to lead, like the director of Orchestra, and continue fine tune the "player" that needs more help during his way Our leadership role is to facilitate paving the road as One Team, and so far I can say that am really proud to have involved exceptional people (from my bosses to the latest manager) for delivering exceptional successful initiatives. Thanks.

Step one in this situation is: be humble. Look at your plan with someone else's eyes. You have a mentor by now at this point in your career, right? Bounce it off of them. Maybe your vision sucks? Maybe it's too broad, too narrow, been tried before, or just not inspiring? Find out. Ruthlessly interrogate your intention with, and the clarity of, your vision. Sit and imagine yourself as the newest person on your team - and pitch this idea to that person 1:1 in your head. How does it go? Wash, rinse, repeat with the veterans. Now, take your results back to the team - and *involve them* in the vision. Iterate with their input. Help them see their part in it - and what *they* and the organization get out of making this vision real.

There's the significant yet often overlooked aspect of emotional intelligence (EI). A leader's ability to recognize, understand, and manage not only their own emotions but also those of the team plays a crucial role. High EI enables leaders to sense undercurrents of dissatisfaction or disengagement that may not be openly voiced, allowing for preemptive action to realign the team. This skill fosters a supportive environment where empathy and understanding pave the way for genuine alignment. In reflecting on this, I see it as a reminder of the profound impact that empathy and emotional attunement can have on leadership effectiveness, making the seemingly intangible, tangible in every facet of team dynamics.

Adopting the above 5 options, i will clearly start appreciating team members for the smallest move forward on our vision. This motivates the team members & sends a clear message to rest to join the bandwagon and move forward. Appreciation at all levels such as spot-awards, special mention in team meetings and frequent callouts.

The fundamental source of misalignment could be attributed to the teams lack of involvement in shaping the strategy to accomplish the vision. Vision is directional statement to accomplish certain outcomes, like, revenue growth, improving profitability, enhancing customer intimacy, gaining on customer satisfaction metrics, speeding services penetration, increasing geographic / business coverage etc., When the team contributes in deliberations, analyzing, defining and detailing the strategy to accomplish these outcomes, then they have ownership and empowerment to execute on the plan. Every plan needs an effective communication, forum for addressing concerns & bottleneck, adjustments, measurement to monitor progress and alignment with goals.

Vision set at the top leadership can be looked at the company level but if that same vision is not detailed out or contextualized at the department level or contextualized at the lower hierarchy levels in the organization it will not be succesful. Values will be the same at all departments and at all employee hierarchies but the vision has to be translated and broken down as goals and a clear translated vision for departments and hierarchy levels. For example a vision of achieving a XXX revenue for 2025 can be at an org level, break it down for individual departments like reaching strength of 500+ or reaching the customer number to 50 and so on. break this vision differently for developers, leads and managers for high vision success rates