An example of aligning an organization

Colleagues,

​We talked back in December about alignment. Today, I want to share what creating alignment actually looks like.  
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The caveat is that aligning an organization is never a finished process, as external and internal forces are always pushing the organizational dimensions away from each other. 
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I began working with Lexington School District 4 in May, 2019. Over the past 21 months we have done the following:

• Established a common framework and language about organizations and the roles of leadership.
• Developed the skills to enact the four pillars of strategic leadership.
• Applied the language and the principles of leverage to core practices.
• Developed a common change process based on the principles of leverage.

 
We began this effort with both district and building level leadership teams. Initial trainings have been reinforced through individual and team coaching, and mini-PD sessions with various groups according to their need, and the terminology used by the consultant (me) and the district are identical.
 
This spring we are focusing on extending the language and concepts to teacher leaders.
 
Speaking the same language and engaging in common strategies creates synergy and helps keep people focused on what is most important. When issues occur, an entire leadership team: 

• stops to first identify the root problem (0>1), 
• identifies the next step (A-B), 
• with a simple plan (MVP), 
• that yields immediate results for a small price (M=V/E).

 
Lessons?

• Language and frameworks matter. Us them throughout your organization and communication will be much easier.
• Identifying core practices and focusing relentlessly on them yields positive results.
• Keeping things simple is hard, but essential.

 
As you work at aligning your organization, think about the frameworks and language you use. Drive common understanding and language throughout your organization.
 
Do good and be well,

Frederick