Hands down, as a leader, you need to 'unlock' that in your manager. While you can tell it to them, if you want to get them behind it, you have to help them come up with the solution (inception) Keeping inception in mind, these are tools you can leverage: * Active listening * Share what motivates you about the vision * Share relatable anecdotes * Identify areas of agreement and work from there. * Involve them in refining the strategy, then get them to set clear and measurable objectives. * And don't forget weekly 1on1 meetings Most importantly - keep tabs on progress, don't let the vision recede!

En mi experiencia los objetivos estratégicos deben ser construidos y validados por todos los integrantes de la Alta Dirección de la Empresa. Es indudable que pueden existir diferencias de opiniones y visiones al respecto de lo elaborado. Lo anterior es enriquecedor porque entrega la oportunidad de cuestionar y/o revisar más a fondo la correcta y eficiente definición al respecto y que se espera de ello. Debemos comprender que es practicamente imposible que siempre se produzca un 100% de acuerdo en las estrategias, pero eso mismo nos obliga siempre a dialogar con los que estan en contra y llegar a puntos de acuerdo, en que todos los involucrados comprometan su apoyo irrestructo a lo definido y los objetivos delineados.

If my top manager isn't aligned with our strategic goals, the first step is to have an open and direct conversation. I’d start by listening—understanding where they see the disconnect, and what challenges or concerns they have. Once that's on the table, I’d reaffirm the bigger picture—the vision we’re driving toward—and explain how their leadership is critical to getting us there. From there, we’d map out a plan together that ties their role and objectives directly to our broader goals. I want them to feel ownership over the strategy, not just compliance. If there’s a gap in resources or support, I’ll address that too—because realigning focus isn’t just about explaining the “why,” it’s about empowering them to lead the charge.

Wenn ein Top-Manager nicht mit den strategischen Zielen einverstanden ist, ist es entscheidend, offenen Dialog und Kollaboration zu fördern, um den Fokus neu auszurichten. Zuerst sollten wir die Bedenken des Managers in einem konstruktiven Gespräch verstehen, indem wir nach spezifischen Einwänden fragen und diese analysieren. Es ist wichtig, die Gründe für die aktuellen Ziele klar darzulegen, deren Vorteile zu verdeutlichen und Beispiele erfolgreicher Umsetzung zu teilen. Gemeinsam sollten wir alternative Strategien erörtern, um einen Konsens zu erreichen. Zusätzlich könnte ein Workshop oder eine Fortbildung geplant werden, um die Vision und Mission neu zu überdenken und ein stärkeres Zugehörigkeitsgefühl zu fördern.

Open the lines of communication. The first step is always to have a frank and honest conversation with your boss. Try to understand their concerns and objections. Maybe there's something you're missing. Find common ground. Once you understand their perspective, look for areas of agreement. Can you find a compromise that works for both of you? Present the facts. If your boss is still hesitant, back up your strategy with solid data and evidence. Show them the potential benefits and the risks of not taking action. Get others on board. If you can, enlist the support of other key stakeholders. The more people who are aligned with your vision, the harder it will be for your boss to ignore it.

Alignment with strategic goals is a product of clear and open communication. Conversely, misalignment may be evidence of a gap in communication and trust, which most likely occurred during the process of establishing the strategic goals in the first place. A manager who demonstrates misalignment either does not feel that open communication is achievable resulting in passive compliance or non-alignment. Or the manager is not confident enough to communicate concerns or ideas resulting in a weakness to the overall leadership. One must personally decide to be committed to the strategic direction as evidenced by their actions.