Get everyone in the room: Driving organizational alignment

Organizational alignment is not a new trend or buzzword, but it’s certainly been placed under scrutiny over the last few years. Recently, companies have had to deal with an unprecedented amount of change, often not by their own making, but imposed upon them and as a result they have had to adapt and adjust quickly. 

In this article, you will learn practical strategies to drive organizational alignment, improve communication and ensure successful negotiations by uniting key stakeholders and defining clear objectives. Situations and challenges unfold in different ways for organizations and it is paramount that there is alignment from the top down; otherwise, continued challenges will persist.

As the uncertainty and precariousness of the US and global tariffs continue to rage, individuals and companies are being tasked with navigating through some very uncertain waters. With this feeling of uncertainty, people are scrapping existing plans and sometimes even throwing decisions against the wall to see what sticks. The frustration that individuals are feeling over this ever-changing landscape is not new, but it certainly is exacerbated. When frustration due to circumstances beyond our immediate control becomes a hindrance towards moving our business and negotiations forward, it is imperative that we take a step back and think about what is in our sphere of influence.

Consider this all-too-common situation. Your company is facing impending tariffs that will actualize in 60 to 90 days on several key components you require. Your leadership team communicates the intended plan in an ambiguous company message. What do you do next? How do you proceed? Is everyone throwing their hands in the air in exasperation? Are individual leaders making their own decisions? We’ve all been there when it comes to company directives and sometimes its easy to all get on board and sometimes everyone looks around and embodies the “shrug face” emoji.

One of the most challenging aspects that our clients face with their negotiations is organizational alignment: are they moving in the same direction, do they have clear processes and communication in place and a consistent strategy? If the general consensus is yes, then why does it tend to be a thorn in the side of negotiations?

There is a litany of answers to that question; competing priorities and KPIs, differing opinions, inconsistent or unclear messaging and egos. If we take a step back and think about driving organizational alignment in negotiations, we need to have a clear throughline. The broad strokes of that process may change across situations and companies but in order to have successful negotiations and drive organizational alignment, you need to keep the following in mind:  

Have the meeting and get in the room

This will sound pedestrian and benign, but the first step is getting everyone together. This is imperative. Not to be too rudimentary but to drive alignment, you need to recognize that there is misalignment and a need to get on the same page. Alignment and decisions do not just happen on their own, they require individuals to get together and determine the best course of action. Get everyone in the same room and get started.

Identifying the decision makers and stakeholders

Who needs to be involved with this process and most importantly why? Are they creative thinkers? Are they in charge of specific departments? Do they hold the purse strings? Being able to recognize who needs to make the decisions and why is essential. 

Setting the objective 

Being able to tangibly articulate the goal, “What do we want to accomplish?” This should be precise and concise so that everyone can get behind the message. 

Defining what the objective means

It is rarely enough to just state the objective because stakeholders may all align on what it says but not what it means, and that discrepancy can reveal itself just when things start to get stressful.

Defining success or the outcome

How do we want this to happen? Negotiations do not happen in a vacuum, there is always another party, so we need to be realistic. A getting everything we’ve ever wanted plus more attitude is like throwing darts in the dark. You must be able to articulate your goals clearly, which isn’t always an easy task as the sands keep shifting due to outside factors, so consider what the end result should look like. This is why you need the decision makers in the room while setting the objective and defining success. Pressure test your hypothesis. Can I get this done with everyone in this meeting or do I need others?

Understanding the timeline

Set your parameters for when this needs to be done. What are the steps to get from A to B and then C.? Give yourself enough runway to get the deal done, not setting a ubiquitous goal that will not happen. As with all of the steps, reevaluating your initial hypothesis and making updates throughout the process are natural.

Clear and consistent messaging

How will these decision makers ensure that everyone is on board? What will the message look like for all parties involved? Messaging can be difficult to achieve because with messaging comes questions. Who, what, when, how and why? Clear messaging is not delivered in a silo, we cannot anticipate all of the questions and we do not have all of the answers. In negotiations, it is appropriate to say, “I don’t know but I will find out.” Listen with the intent to understand and not with the intent to respond. 

Messaging happens internally and externally. Is this a directive that stays within the four walls of the company or the department? Does this need to be passed along to others? Who will provide the messaging and how? You must always consider the relationship and the strength of the relationship when delivering clear and consistent messaging. Are these employees and coworkers who need to have a broader outline of a plan? Is this a longtime client that helps you solve problems and is highly collaborative? Is this a brand-new relationship which is highly transactional? Always check your hypothesis with the other decision makers and determine where the relationship stands.

Setting aside egos and personal motivations

In negotiations, we tell clients to check their egos at the door; this is a true axiom in the business world as well. Checking your ego at the door is not just a good strategy in negotiation, it is good business acumen. Separating your feelings from your behaviors. We all have personal motivations: doing a good job, getting promoted, achieving a bigger bonus and getting out on time. Understanding our own motivations and the motivations of those around us are key to getting on the same page.

Summary of the key actions:

• Get in the room and have the meeting
• Identify the key decision makers
• Set and define the objectives
• Define the desired outcomes
• Understand the timeline
• Ensure clear and consistent messaging
• Leave egos at the door

There is very little that we have true control, actual autonomy, over. We must consider the consequences of not having alignment across key stakeholders. What are the potential downsides? Mixed messages to internal and external parties, unclear direction, individuals or departments 

operating on their own and not in the interest of the organization. Two important questions we must ask ourselves before starting is, what will be the benefit if we can achieve alignment and what are the consequences if we do not? Preparation is 90% of negotiation success and while the first step is not always the easiest, getting on the same page requires willingness and getting everyone in the room.

Every organization is different and these steps might be defined in different terms and done at different times, but if you are not doing all of these, you are continuing to drive misalignment within your organization and suboptimizing your negotiations. By embracing these strategies and fostering alignment, you can transform challenges into opportunities, ensuring your organization navigates complexities with clarity, unity and success.

About the author

Thomas Hanewald has more than 15 years experience in the CPG industry. As a Senior Constulatnt at The Gap Partnership, he specializes in driving growth and profitability for CPG and retail clients. Passionate about people and results, he thrives on creating strategic plans that deliver success. Known for his collaborative approach, Thomas is dedicated to empowering clients and teams alike.