Blog
Four Ways to Close Team Alignment Gaps
It’s late and you’re still at your desk, with a stone in your stomach. Sitting back, you’re painfully aware that it’s not just you – everyone is overworked, and it’s clear that quality is dropping because people caught up, just trying to keep their heads above water....
How Anxiety Blocks Engagement and the Role of the Team Coach
After a trip to London and a fascinating conversation with friend and expert coach Michael Moriarty, the relationship between anxiety and engagement finally clicked for me. Here’s a brief transcript of how Michael, who is studying systems psychodynamics at the...
Leveraging Diversity for Better Alignment
It has taken decades, but the active recognition that human diversity is a source of competitive advantage for organizations is finally mainstream. The accepted logic is that when leveraged, diversity helps with problem solving, innovation and performance. But what...
Four Kinds of Alignment Gaps in Today’s Fractured Organizations
More change, more remote work, and more diversity means there are inevitably more assumptions, more misunderstandings and more disconnects between people. These disconnects are fundamentally important because they’re about how people understand the strategy and its...
Mapping the Definition of Interactive Alignment
Alignment is a broad term used to describe a range of how different things match up. From how organization and individual goals can connect; how purpose, strategy and values can inter-relate; or even how the wheels on a car can line up – we need to get more precise here. Because in the last few years, integrated research has given rise to an area we are terming here for the sake of clarity, as ‘interactive alignment’, which is about shared meaning between people as an enabler of effective action. We took some time to map the definition of interactive alignment, to unpack what it includes and how it works best.
None of the leaders wanted to articulate their anxiety
None of the leaders wanted to articulate their anxiety – how alignment data triggers constructive conversation.
This story is about a US leadership team of a global company producing technical healthcare equipment for public sector establishments.
We Not Me
Typically, when people think about how they can #makemeetingswork, they focus on the outcomes they want to see, in terms of: ● What I want to have happen in the meeting ● What I want people to think / feel / do ● How I can make this meeting work. But when you...
Stop Comparing Team Collaboration in Complex Situations with Sports
The team sport analogy has been used to represent team collaboration for so long that it has become part of our narrative about ‘teamwork’ today without question. But let’s challenge that now. Why? Because in a team sport you can see what’s happening, everyone knows...
PODTEXT – Is there always a loser in the alignment process?
Is there always a loser in the alignment process? Podtext on the topic of the alignment process with Lindsay Uittenbogaard, Founder and Director of Mirror Mirror Alignment and Mike Rozinsky #conflicthugger, Founder and Principal of RZNSKY LLC, Ombuds at University of...
Five reasons why alignment doesn’t get any easier at the top – and what to do about it
Even though Top Executives and Board-level leaders interact close-up with the strategy and have the power to make decisions, alignment doesn’t get any easier.
The Surprising Detail of Reality
I was inspired by a piece that an AI programmer named John Salvatier wrote a while back, about the ‘surprising detail of reality’. In it, he relayed a story about how he and his brother used to work with their dad, fitting out houses. One day they were left alone to...
Review of Mirror Mirror Whitepaper by Mary Boone
Review of Mirror Mirror Whitepaper - Many contemporary approaches to driving engagement still don’t work. They are focused on capturing people’s attention and exerting control rather than meaningfully connecting peers to each other in ways that allow them to succeed....
Profiling Three Mirror Mirror Network Members
We are proud to showcase some of the talent and experience with the profiles of three of our Mirror Mirror Network Members. To date, we have trained over 120 practitioners in 17 countries - some of whom are listed on this page. Rudolf Vogl – Founder / CEO...
The future of hierarchy – from direction to alignment
“Is there a future for hierarchy?” That was the question last week as a transatlantic panel of leadership and communication experts gathered for a discussion hosted by Mirror Mirror.
Dealing with Fear & Anxiety in a Time of Crisis
Three of our network members featured as expert panelists in today's webinar: Dealing with Fear & Anxiety in a Time of Crisis. Dr. Jacqui Leaman Grey, Nikki Hinksman and Suzy Giles presented some captivating and insightful content across different angles:...
Webinar links: Aligning Remote Teams – Tips from the Experts
A few of us in the Mirror Mirror network put on a webinar last week to share insights around how people in remote teams can be more effective and general tips on aligning remote teams. It's our way of responding to the dramatic implications of COVID-19 that are...
Risks, Biases, and Alignment
A body called COSO was established in 1985 to prevent fraud. It’s a private sector initiative with a remit to guide executive management and government entities in relevant aspects of organizational governance, business ethics, internal control, business...
Move Internal Comms into a new People Performance department
Think traditional internal comms. The intranet, newsletters, townhalls, annual survey. Levels of cynicism around these channels are embarrassingly low. So why are they still going on? Can you imagine an organization with zero media communications activity for...
The Emergence of Organizational Alignment Towards Agility
Article developed with Lukas Michel of Agility Insights When large social, industrial, or organizational changes impact the contexts in which people work, a key question arises: How can people align across organisations on an ongoing basis to perform well? ...
Organizational Trust and Alignment
Covey is clear:
“Just as the tax created by low trust is real, measurable, and extremely high, so the dividends of high trust are also real, quantifiable, and incredibly high.”