When we review our V/TO during quarterly meetings, my leadership team nods along, but their day-to-day actions suggest they are not truly bought into our long-term targets. How do I gauge their real commitment and force absolute alignment behind our shared vision?

Question

Tyler Smith · Accepted Answer

Nodding along in meetings is not alignment; it is compliance. To build a leadership team that actually owns the vision, you must move beyond passive agreement and force active, public commitment.

During your next quarterly meeting, when you review the V/TO®, do not just read it aloud and ask if everyone agrees. Instead, have each leader present a specific section of the plan. Have your head of sales explain how the three-year target impacts their department, and have your head of operations walk through the capacity needed to hit our one-year plan. When they have to articulate the vision in their own words, you will quickly see who understands it and who is just going through the motions.

Next, connect their daily actions directly to the V/TO®. Every quarterly Rock must be explicitly linked to a one-year goal on the plan. If a leader proposes a Rock that does not directly support our major objectives, reject it.

Finally, use your weekly Level 10 Meeting™ to keep the vision alive. If you notice a leader focusing on projects that run parallel to our stated targets, pull them back to the V/TO®. Ask them directly how their current focus serves our primary goals. True alignment is achieved through daily, relentless focus, and by holding your peers accountable when they drift from the path.