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Season 1: Episode 6

Big idea: What’s the secret sauce to winning companies? Alignment. Here’s how to create, keep and grow strategic alignment across your organization.

Transcript

Alignment the secret sauce of winning organsiations

00:02
welcome to leadership talk
00:04
the official waymaker podcast where we
00:07
explore
00:08
how your organization can achieve more
00:11
by doing less
00:22
welcome to leadership talk the official
00:24
waymaker podcast
00:25
i’m your host craig hyneman and with me
00:27
is ceo and founder stuart leo
00:30
stu are you ready oh i was born
00:33
i was born ready craig uh good you know
00:36
i
00:37
i thank you um
00:38
[Music]
00:40
i went to a a kids adventure
00:44
camp when i was um at the tender age of
00:46
18 or 19
00:48
um right did the what we call the
00:50
university of life
00:51
every young australian kid you know puts
00:54
their backpack on and heads off to
00:55
europe back to the motherland and i
00:58
worked at this adventure camp
00:59
um 8 10 12 13 year olds that um
01:02
you know it was you wanted to boost your
01:04
ego there’s nothing like a
01:06
you know 10 year old pommy kid who
01:09
you know loves neighbors and thinks
01:11
you’re a you’re a
01:12
they didn’t have chris hemsworth back
01:14
then but i don’t know he thinks you’re
01:15
chris hemsworth
01:17
and we would start every session
01:21
with are you ready and
01:25
all the kids we trained them all to
01:27
answer
01:28
as loud as they possibly could we were
01:32
born ready and you know what it was the
01:35
coolest thing about it and there was a
01:37
point to the story
01:38
okay is that i can’t wait to hear it
01:41
okay
01:42
yeah it actually
01:45
it like got the energy going it got all
01:47
the
01:48
like um endorphins and chemicals
01:51
powering through the brain good
01:52
chemicals um
01:54
and it aligned everybody it it meant
01:58
everybody was ready to find out
02:01
the activity that you’re about to take
02:03
them on it could have been abseiling or
02:05
horse riding or
02:06
archery or canoeing in the river or
02:09
something
02:10
and they were just like on the edge of
02:13
their
02:14
gum boots wanting to know where they
02:16
were going to go for the next adventure
02:18
all from that adrenaline it’s
02:22
interesting that you mentioned that word
02:23
alignment
02:24
stew because that’s actually what that’s
02:27
what we’re going to talk about today
02:28
alignment
02:29
oh how funny um craig are you ready
02:33
i am i was born ready we didn’t rehearse
02:36
that
02:37
no we didn’t i am and see that’s the
02:39
thing the kids had come in
02:40
and the first thing you’d teach them is
02:42
that
02:43
yeah and and because what happens you
02:45
know the first time you do it they get
02:46
it wrong
02:47
and everybody laughs and you know it’s a
02:49
bit funny and trust me by
02:51
day two activity six um
02:54
everybody’s just like and super excited
02:59
and sadly we don’t really treat
03:02
employees
03:02
like that um we don’t fire them up
03:06
um we i’m talking collectively we um the
03:08
world often
03:11
yet alignment is the secret source
03:14
to a winning organization there we go
03:17
segway
03:18
um and that um i think was part of the
03:22
secret sauce to
03:24
those kids having a good time by
03:26
throwing themselves into that daily
03:27
activity
03:29
and it’s part of the secret source of
03:31
building winning organizations
03:32
alignment uh you want to prove your
03:36
thesis there stu
03:38
i do i need to a bunch of 13 year olds
03:41
don’t just prove that
03:42
[Laughter]
03:44
so we’ll look um research tells us um
03:48
from gallup uh and look it’s probably
03:51
pre-covered so it could be worse could
03:52
be better
03:54
that around 70 of current employees are
03:57
not
03:57
fully engaged and not ready
04:00
for their day if i can use that language
04:03
and that’s a pretty alarming statistic i
04:04
remember reading that for the first time
04:06
with a team of 15 20 in our consulting
04:09
business
04:10
looking out across the room and going
04:11
right that probably means 15 people out
04:14
there are not engaged um if if we’re the
04:17
standard
04:18
out there in the workplace and some days
04:20
we might have been better in some days
04:21
we might have been worse so
04:22
that’s a lot of people that’s a critical
04:24
mass they’re not actually engaged and
04:26
that’s a huge problem and
04:28
jim collins um and his his co-writer
04:31
uh jerry power wrote this awesome quote
04:35
which i love building a visionary
04:38
company
04:39
requires one percent vision and 99
04:43
percent
04:43
alignment building a visionary company
04:46
requires one percent vision and 99
04:48
that’s yeah it’s pretty bleeding
04:50
obviously well
04:52
it is a big call but it kind of is a bit
04:54
obvious and i think this
04:56
is where a lot of organizations
05:00
get it wrong they think that if people
05:02
know the vision and understand the
05:04
vision then they’re aligned to the
05:05
vision
05:05
and that’s just you know bs really
05:09
um and that’s why it’s
05:12
it’s just so poorly done out there in
05:14
the marketplace
05:15
so what does alignment look like what
05:18
does it look like well that’s a good
05:19
question
05:20
um think for yourself think and i think
05:23
we’ve all had these moments
05:25
um i can think of them where you’ve been
05:29
a part of a team
05:30
um a team a team within a team a unit a
05:33
business
05:35
and it’s just it’s kind of just clicked
05:37
it’s kind of just worked
05:38
um there’s a couple of moments in my
05:40
life where i can look back on and go
05:42
man like that if i could go back to that
05:44
moment
05:46
and we were rock stars we were just like
05:48
we were killing it
05:49
um and it wasn’t that it was just
05:52
one person killing it in the team and
05:54
everybody writing off their coattails it
05:56
was a number of things that came
05:58
were coming together and you know if
06:00
you’re thinking about that moment i hope
06:01
you can think of a moment
06:03
if if you can’t then you’ve never
06:04
experienced it
06:06
where you enjoy work it’s not easy it’s
06:10
still hard there’s still the daily
06:11
challenges
06:12
but somehow as a part of a team stuff
06:15
just happens success is there
06:19
you know it’s working if something goes
06:21
wrong then other people are around you
06:23
to
06:24
actually get it right um because you’ve
06:27
all got this
06:28
alignment to where you’re going and what
06:30
you’re doing
06:32
and you’re not you’re not thinking about
06:33
yourself you’re not thinking about
06:35
your performance you’re thinking about
06:37
where you’re going as a team
06:38
and that’s what matters most and and
06:41
that’s a
06:42
that’s a really special kind of feeling
06:45
um can you like do you have moments
06:47
where you think of that
06:48
past workplaces or teams or rock and
06:51
roll bands in your instance
06:53
yeah well that’s it’s just like yeah
06:55
it’s everyone moves together it’s like
06:57
that whole
06:57
idea of the um the flock of birds i
07:00
think
07:00
you talked about um a couple of episodes
07:03
ago where
07:04
everyone just kind of moves together
07:06
right it
07:07
and and yeah it’s not like everyone’s
07:09
it’s not like it’s passed down the chain
07:11
you know and this delayed response or
07:13
anything like that it all happens
07:14
together
07:15
almost um yeah magically it’s almost
07:18
magic
07:18
magic yeah yeah so okay so if
07:22
i if it’s so important to an
07:23
organization 99 important
07:26
and and 70 of people say that they’re
07:29
not uh
07:30
fully engaged um why don’t more people
07:33
do it why don’t we invest more in that
07:35
area well um i think the simple answer
07:39
is it’s really really really hard
07:43
and we should just point out that that
07:45
stat i said before around gallup it’s
07:46
it’s a
07:47
it’s a it’s a symptom of a lack of
07:50
alignment
07:51
alignment okay yeah so 70 not engaged
07:55
would tend to indicate that they’re also
07:57
not aligned
08:00
now they could be and just don’t believe
08:02
or don’t care
08:03
that’s always entirely possible too but
08:05
um
08:07
it’s just a symptom of the underlying
08:08
root cause and that underlying root
08:10
cause is alignment
08:11
and i think it’s really hard because
08:14
it’s a
08:14
complex a complex problem um
08:18
if you haven’t we should do a session we
08:21
haven’t done it in this podcast
08:22
um there’s a wonderful guy
08:26
professor david snowden who has the the
08:29
preeminent
08:29
world leading framework on problem
08:32
solving where he talks about
08:34
simple complicated complex and chaotic
08:37
problems
08:38
do you sell favor just google that um
08:40
that’s for free he’s a legend
08:42
um and uh
08:46
the point here is complex problems
08:49
are different from complicated and
08:50
simple because complicated is linear
08:52
simple are just best practice complex
08:55
have many moving parts
08:56
and many moving parts means you can
08:59
change one thing
09:01
but all the other things don’t always
09:03
react
09:04
logically or what appears to be
09:06
logically because there’s
09:08
indirect and direct influences one
09:10
activity might be connected to
09:12
two or three other activities one of
09:14
those other activities may or may not be
09:16
connected to two or three or four or
09:18
five other activities
09:19
that’s complexity we see these sorts of
09:22
problems like um
09:24
climate change pandemics
09:28
human behaviour cultures cultures are
09:32
a complex not everything is connected so
09:36
so alignment is a complex problem
09:41
it’s not solved by just doing one thing
09:43
a lot of leaders think that i’ll go and
09:45
sell a great vision
09:46
let’s go back and recast vision get
09:49
everybody aligned
09:50
well that’s probably not going to be
09:53
that effective
09:53
because alignment is as a result of
09:56
clarity of vision
09:58
clarity of marketplace clarity of ideal
10:01
customer
10:02
clarity of how we make money through our
10:04
business model clarity of our strategy
10:06
clarity of
10:08
how we acquire customers and service
10:10
them it’s clarity of how we treat
10:11
employees and
10:12
um and our culture and it’s and so many
10:16
other things and it’s clarity of what
10:17
matters most
10:18
today tomorrow this week next month next
10:21
year
10:22
and that’s really hard that’s really i
10:26
like
10:26
let’s be honest once people have all
10:29
that clarity
10:30
then it’s still about buying isn’t it
10:32
exactly at the end of the day you could
10:34
know all this just like i’m
10:35
still here i’m clear it’s not anyway
10:39
i think this still stinks yeah yeah um
10:41
well hopefully you go hopefully you’ve
10:42
gone by yeah
10:44
but um i think the and you know so
10:47
the the the other complexity in all of
10:49
this
10:51
and you can go back and listen to last
10:53
uh the last episode
10:55
is that we live in four dimensions um
10:59
nothing stays still around us so all of
11:02
those complex
11:03
activities are changing um
11:07
well today we acquire customers like
11:09
this but man like facebook just changed
11:11
its algorithm apple just updated its ios
11:14
um a new law has come out um
11:17
something’s happened uh well that’s
11:19
change
11:20
and that change affects something going
11:22
on so it’s really complex and
11:25
um so we shouldn’t you know we shouldn’t
11:28
uh
11:28
talk glibly about this and and i think
11:31
it’s why
11:32
um that’s why peter drucker um
11:35
i’m dropping a few quotes today is cool
11:37
i sound educated
11:38
um we love peter drucker he’s can i see
11:41
these on
11:41
on the instagram later this week
11:46
yeah you can you can um i’ll i’ll have
11:49
my people talk to
11:50
instagram’s people um
11:54
peter drucker said strategy is a
11:57
commodity
11:58
execution is an art he’s 100 right
12:01
like it’s not hard to write a strategy
12:04
or to identify a strategic position
12:06
that’s not that hard
12:09
but getting there wow i mean there’s a
12:11
reason why it took hundreds of years for
12:14
uh sir edmund hillary and um uh
12:18
now this is really i’d love to help you
12:20
here but history’s not good for me
12:24
the sherpa you you talk you talk olga
12:28
girl
12:28
yeah because he deserves equal
12:30
recognition because
12:31
um i’m gonna i’m gonna say
12:34
um all right so there’s a reason
12:38
why hillary and his best mate um
12:41
i’m going tenzing norgay thank you
12:43
tenzing nogger
12:44
um it’s a hard name off the top of my
12:46
head
12:49
off the top well done craig you’re an
12:51
educator
12:52
yeah craig google heinemann um
12:56
uh there’s a reason why edmund hillary
12:59
um and norgay
13:04
tensing
13:07
uh took so long to get to the top of
13:10
everest
13:11
like setting the strategy to go right
13:14
we’re going to attack the top of everest
13:16
and we’re going to get there and
13:17
we think there’s maybe eight base camps
13:19
on the way up
13:20
um fantastic like you know they didn’t
13:23
do it on the first attempt
13:25
it’s really hard and they had to align
13:28
many things they had to align whether
13:30
they had to align people they had to
13:31
align training they had to align
13:33
equipment they had to align
13:34
support staff and team there’s a lot of
13:36
moving parts
13:38
it’s a lot easier today because we can
13:41
look at
13:41
how they did that we can look at the
13:44
strategy of that
13:46
follow in their footsteps and do it and
13:48
there’s a lot less art
13:51
but yeah if you’re going to be a winning
13:53
organization
13:55
you actually need to not follow you need
13:58
to lead you need to go and do something
14:02
that other people haven’t done before it
14:04
might mean
14:05
some of the things you do have been done
14:07
before but you need to go and do things
14:09
that haven’t been done before you’ve got
14:11
to be different you’ve got to deliver
14:12
different value
14:13
you can’t be you can’t be the millie
14:16
vanilli
14:17
of the 1980s uh rock and roll industry
14:20
thank you for getting that
14:21
i got it thanks um for our younger
14:24
listeners
14:25
google that one google that one there’s
14:27
your there’s your queue
14:28
um so
14:31
strategy is a commodity we can put a
14:34
plan out there we can set our vision
14:37
executing and actually getting it done
14:39
is really really hard and so
14:41
it you know it’s so if you do it because
14:43
it’s so hard and
14:44
even once you’ve got it it’s hard to
14:45
hold on to it so we we
14:48
um we really wanted to attack this with
14:51
waymaker
14:52
because you know if you go back to some
14:54
of those early podcasts we did
14:56
there were those eight big um
14:58
observations that
14:59
wildly successful companies did um
15:03
uh clarity alignment focus
15:06
um uh maturity they were the first four
15:10
i think
15:10
i should know um
15:14
and and there’s a reason why clarity
15:17
comes first and alignment comes second
15:19
um the first thing to get right is
15:21
clarity of who we are and what we do
15:24
the second thing to get right is once
15:26
we’ve got that clarity
15:28
aligning everybody to it so
15:31
as an organization grows and and classic
15:35
movement of you know you’re in a small
15:36
startup of three or four or five people
15:38
you’ve all got deep clarity you’ve all
15:39
got deep alignment
15:41
you suddenly start growing and you chuck
15:43
five or ten staff on top
15:45
well no you don’t have alignment because
15:47
now the critical mass
15:49
does not have the clarity you had or you
15:52
have
15:53
and so that alignment piece needs needs
15:56
focus
15:56
and so we built roadmap for
15:58
organizations of many sizes
16:01
to get better at
16:05
alignment and so roadmap is waymaker’s
16:09
solution to the alignment problem yes
16:12
yeah you could call it the arrowhead
16:14
um all things working together if you’re
16:17
building clarity
16:18
if you’re if you’re growing together if
16:22
you’re executing with clarity through
16:24
your okrs
16:26
then you’re they all lead to alignment
16:29
but alignment
16:30
really finds its arrowhead in the
16:31
roadmap module so the three big modules
16:33
of waymaker
16:36
the diagnostic that’s basically do we
16:39
have clarity do we have maturity what
16:41
level
16:42
um what have we got to do that’s going
16:45
to raise a whole bunch of ideas
16:47
the road map is where we start to drop
16:51
those ideas in and
16:53
and the road map is where we begin to
16:56
put a flag on the hill out in time
16:59
but also answer the question the most
17:01
important question
17:03
the question of action in the waymaker
17:04
toolkit what one two or three things
17:06
that if we deliver in the next quarter
17:08
or half
17:09
shift the needle on this organization
17:13
that is the alignment piece what
17:18
most what happens mostly and i as i’ve
17:21
been working with organizations for a
17:23
long time now
17:24
and i’ve done it myself and i’ve
17:25
witnessed in others is
17:28
the organization sets some strategic
17:30
objectives
17:32
and suddenly those big rocks end up on
17:35
the ceo’s shoulders or the cfo’s
17:37
shoulders or the ceo’s shoulders
17:39
or the gm shoulders and really the rest
17:43
of the organization just goes and does
17:44
business as usual
17:46
and they’re kind of like cool we’re back
17:48
to our day job now isn’t that nice
17:50
um johnny smith over there uh
17:53
he’s got that big rock that’s going to
17:55
transform this organization
17:57
um keep going johnny good on you well
17:59
done
18:00
high fives how you going can i buy your
18:02
beer
18:03
meanwhile you know johnny’s like why is
18:06
one person working on
18:07
the one thing that’s going to move the
18:09
needle for
18:10
99 other people and and so
18:13
we get the alignment piece wrong we get
18:16
the strategy bit right this is the thing
18:18
we got to do and then we get the
18:20
alignment bit wrong and so
18:22
so the road map helps people see the one
18:25
two or three things
18:26
but then align self-align or
18:30
instructional alignment
18:31
through your own personal goals to say
18:33
well in my day-to-day
18:35
does my day-to-day support that if so
18:37
how
18:38
does it not support that should i be
18:40
supporting that how do i support that
18:42
because if if it takes a hundred hours
18:45
to shift this organization forward doing
18:47
it
18:47
doing something and one person has to do
18:49
it well that’s a big load
18:51
but if 50 people have to do it well
18:52
that’s a light load
18:54
so the roadmap is is that integral piece
18:57
of alignment
18:59
that’s awesome in the uh not
19:01
not-for-profit sector where
19:02
um i spent a lot of time we would talk
19:04
about this idea between owners and
19:06
heilings
19:07
um this this you know old adage that
19:10
you’re you’re either like a paid worker
19:13
that doesn’t necessarily you know align
19:15
themselves with
19:16
with you know the vision and strategy
19:18
and all the rest of it or
19:19
this is actually this is actually my
19:22
thing this is
19:23
this is something that i own and i have
19:25
a different attitude towards it
19:26
like this owners hirings type thing does
19:28
that kind of like resonate
19:30
in terms of the alignment process like
19:32
we obviously
19:33
don’t want a bunch of owners right yeah
19:36
yeah i think um
19:38
um uh
19:41
this idea of overpowering you no no no
19:44
no
19:46
i mean let’s just press in on that for a
19:47
moment because that’s
19:49
ownership alignment that they’re you
19:51
know they’re complex they’re connected
19:52
um you can’t have one without the other
19:55
um and so you know if you’re there just
19:58
to do job and walk out
20:00
you’re probably not aligned you you’re
20:03
probably
20:03
just picking up your paycheck
20:07
doesn’t mean you’re not doing what
20:08
you’ve been asked to do no
20:10
but does it mean that you’re aligned in
20:13
the sense that something changes around
20:15
me therefore i adapt
20:17
therefore i i move the wind has changed
20:19
so i reset my sail
20:21
my job might say do x but something
20:24
around me is change which requires me to
20:26
do
20:27
x plus y um well hey i did my job
20:31
you know we’ve all experienced that at
20:33
times um
20:34
we’ve probably all done it at times to
20:35
be frank too and so yeah you’re right
20:38
there’s this
20:38
this sense of of ownership piling kind
20:41
of
20:41
um yeah
20:45
it’s not a bad way of dividing the sheep
20:48
and the goats so to speak
20:49
um i think excuse me i think the
20:53
the thing to press on in this is that
20:56
when we’ve worked in teams where the
20:57
majority of that team has a sense of
20:59
ownership
21:01
that the job description is is secondary
21:04
to what’s needed to get done
21:06
and you know i love
21:09
i love military examples because they
21:12
highlight
21:13
um they highlight the need
21:16
um because it’s very real um when
21:20
when you have a team of um of soldiers
21:23
working together
21:24
um if they’re not working together guess
21:25
who dies everyone
21:27
um you know if they are working together
21:30
well guess who survives everyone well
21:32
everyone should and
21:34
and so you you see those um
21:37
those mentalities played out so well i
21:39
think jocko willing
21:40
um i can never pronounce his name right
21:42
he talks about this principle in his
21:44
book extreme ownership
21:46
um a great book if you haven’t read it
21:48
go read it um
21:50
of cover move and the first thing they
21:52
teach a soldier
21:54
is for two people to do cover move you
21:56
know one person shoots while the other
21:57
person moves
21:58
um then you swap and you can two people
22:01
can take over a number of people
22:02
that’s alignment two people working in
22:05
alignment
22:06
doing two different jobs but working
22:08
together getting the job done and that’s
22:10
the big idea here your
22:13
job description might say i’m a soldier
22:15
i shoot
22:17
that doesn’t mean i run well no hang on
22:19
a minute you do what you need to do
22:22
if you stop doing what you’re doing the
22:23
other dude gets shot and what happens
22:25
then well you get shot too
22:26
because you can’t respond so you know
22:28
that i think this idea of alignment
22:31
um is tightly
22:36
integrated with ownership it’s tightly
22:38
integrated with clarity
22:40
it’s tightly integrated with working to
22:43
your skills
22:45
and also your specialties sometimes
22:46
you’ve got to do more than one thing
22:49
and it’s it’s also aligned to
22:52
this idea of exploration we
22:56
when you take the diagnostic in waymaker
22:58
one of the mindsets that we might
23:01
label you as you come out through the
23:03
diagnostic and
23:06
when we talk about a transformative
23:09
mindset
23:10
we have four four mindsets that
23:14
the psychographics will pick up um
23:18
they are explorer dreamer organizer
23:21
or transformer um
23:24
and the mindset of of the dreamer is we
23:27
have big ideas but we never put in place
23:28
anything to help us get
23:29
to get us there the organizer is we
23:33
actually just do like organizing but we
23:35
don’t really have any big ideas so
23:36
you know that’s those two play attention
23:40
and then the other two explorer and
23:41
transformer the explorer mindset is the
23:43
is the is driven by curiosity um that
23:46
youthful adventure
23:47
we’re just going to explore we’re going
23:48
to hack our way forward and the
23:50
transformative mindset
23:52
is that we’ve moved from being youthful
23:55
and maybe hacking our way in alone or as
23:58
a small team
23:59
to now being transformative we can now
24:02
do this as a whole team
24:04
and and so one of the measures of moving
24:05
from explorer
24:07
to transformer is that ability to do it
24:10
with alignment to transform at scale to
24:13
see
24:13
change happen across an organization not
24:16
just in one part does that make sense
24:18
yeah um and i i probably got sidetracked
24:21
there but
24:21
yeah no and i think that you’ve proven
24:23
your point that alignment is
24:25
really important to you so let’s get
24:26
practical
24:28
let’s get practical for a second like
24:30
how would a business leader or team
24:33
like begin to attack this idea of
24:35
alignment
24:36
in their organization i i like the
24:39
example i touched on last podcast
24:41
um and i’ll use this to highlight the
24:44
two narratives
24:44
that example was nasa putting a man on
24:47
the moon
24:48
so um jfk should have a clip of jfk
24:52
saying his famous speech um by the end
24:55
of the decade we will have man on the
24:58
moon
24:58
um that was the vision you know the
25:01
whole country
25:03
got behind this vision that was
25:06
visionary
25:07
we are going to put man on the moon and
25:10
and
25:11
you know in terms of the cost of that
25:13
i’m happy to be proven wrong on this
25:15
number but it was something
25:16
like um i thought it jumped up to
25:20
something like 20 or 25 percent of gdp
25:22
went to this purpose
25:26
so that’s an enormous amount of money in
25:28
the in the us gdp
25:30
um uh i could be wrong happy to have
25:33
somebody prove me wrong on that number
25:34
um but it was something astronomical um
25:38
and the number 25. 25 25 billion
25:42
is 25 okay all right okay so um
25:45
that may be where i was getting either
25:47
way a huge
25:49
amount of time effort capital resource
25:52
across the country went to achieving
25:55
this goal
25:56
and um and that meant it wasn’t just
25:59
nasa working on this
26:00
like all the secondary and tertiary
26:02
industries was going towards this goal
26:05
um the now what’s my point here
26:08
um uh traditionally we attack
26:12
goals like this through traditional
26:14
waterfall approach
26:15
that is that’s our goal let’s work
26:17
backwards that means we’re going to do
26:19
this and then we’re going to do that and
26:20
then we’re going to do that and then
26:21
we’re going to do that
26:22
um the opposite that’s you know very
26:25
tech driven
26:26
and um uh quite hard
26:30
is the agile which is let’s just do what
26:32
we can achieve and let’s not worry too
26:33
much
26:34
about that end goal let’s just make
26:36
what’s relevant and and move our way
26:38
through in agile
26:39
um i’d like to suggest that our roadmap
26:42
works
26:43
um best works with a bit of a hybrid
26:45
approach um
26:47
sort of an 80 20 or a 70 30 however you
26:50
you want to kind of set it up we like
26:52
the idea of the
26:54
the big goal let’s put a man on the moon
26:57
um uh clarification of what that really
27:02
means
27:03
well that’s that’s the big idea but
27:05
actually the reality of that big idea
27:07
wasn’t just put a man on the moon
27:09
it was send a man to the moon have him
27:12
land on the moon in another spaceship
27:15
safely have him get back on that
27:17
spaceship
27:19
connect with another spaceship that’s
27:21
flying around the moon
27:23
and then that connected spaceship fly
27:26
back to earth and land without killing
27:28
man
27:29
does that make sense that’s a big
27:31
difference so
27:33
so the really exciting thing about
27:37
that journey putting man on the moon
27:39
which actually involves sending a man to
27:41
the moon landing him without killing him
27:42
putting back on
27:43
and sending back to earth without
27:44
killing them was that had never been
27:47
done before
27:49
and if we think about that comment i
27:51
made earlier that we’ve got to do
27:52
interesting things we’ve got to lead not
27:54
follow
27:56
then we’ve got to put men on the moon
27:59
and get them back to earth again
28:00
safely so all of the compartments of
28:05
doing that
28:05
with just theory
28:09
it had never been proven once they got
28:13
on the journey
28:15
all they were doing was being aligned
28:19
aligning and calibrating to the next
28:21
step of the journey
28:24
and and and everybody was focused in on
28:26
that
28:28
so it wasn’t like i was the luna landing
28:31
module dude
28:32
and i’ve done my bit um so
28:35
i’m off see you later guys good luck
28:37
with the trip no no no the lunar landing
28:39
module dude
28:40
had developed the lunar landing module
28:43
to land on the moon
28:45
and he was still sticking around making
28:47
sure that his skill set was applicable
28:49
to whatever needed to happen along the
28:50
way
28:51
and whilst this wasn’t the la the the
28:53
man on the moon trip which i think was
28:55
apollo 13
28:56
there’s that famous movie with tom hanks
28:58
and um
29:01
and ed harris the other two names thank
29:02
you ed harris um in harrison his
29:04
waistcoat apollo 11
29:06
where they didn’t put man on the moon
29:09
the
29:10
the the thing had a catas not
29:11
catastrophic but a
29:13
significant failure on the way to the
29:14
moon and they had to
29:16
do their flyby around the moon in a
29:18
broken spaceship and head back to earth
29:20
and the great story out of that
29:23
was how the different teams came
29:25
together to solve the problems
29:27
hour by hour to get man back to earth to
29:30
make it a successful mission
29:32
and that’s kind of what we’re talking
29:33
about here don’t worry about
29:35
the nth degree worry and align to what
29:38
needs to happen in the next short term
29:40
period
29:42
and if we can do that well and
29:44
everybody’s focused on that
29:45
with an understanding of what the big
29:47
idea is and what success looks like
29:50
then who really cares what happens next
29:52
year because we don’t know
29:54
there could be another pandemic there
29:55
could be a bomb drop there could be
29:57
a financial crisis who cares
30:00
what we can do is today next week and
30:03
next month
30:05
let’s focus on that and and let’s
30:08
deliver that successfully so what’s my
30:11
role in that
30:13
then let’s lift our eyes back up to the
30:15
near future does that make sense
30:17
yeah so to summarize you’re saying that
30:19
everyone in the organization
30:21
can contribute to the next step of the
30:23
journey
30:24
yeah yeah that’s where you see alignment
30:26
oh that’s how you begin to see alignment
30:28
where everybody in the organization can
30:30
yeah begin to see it and
30:32
and what i’m saying is um if you just
30:36
uh using the moon example if you if you
30:38
said no my job is just the lunar module
30:42
then you would never contribute to the
30:44
other problems going on around
30:45
the entire journey and and that’s not
30:49
what an align
30:50
team does an align team contributes to
30:53
the whole
30:53
whilst doing their bit and and when
30:57
one part of the team has to go off and
31:00
do something over here another part of
31:01
the team can backfill it’s
31:03
you know everybody uses sporting
31:05
examples um
31:06
i love football proper proper football
31:08
soccer afl
31:11
no i know proper football my friend um
31:14
[Laughter]
31:16
and if you sent 11 men out onto the
31:19
field