Leadership development: the power of alignment and complementary purposes

Last week we looked at alignment rooted in shared intent, particularly as evident during the pandemic. However, shared intent is not the only root for alignment. People may align where they are working towards different objectives, but there is a mutual exchange to be found which furthers both their objectives, so they work together for mutual benefit. This is the basis of successful trading relationships, where an ongoing beneficial exchange exists and enables both parties to grow and develop.

In biology, where we observe this collaboration between different species it is known as ‘mutualism’. A well-known example is the clown fish and anemone, where the anemone provides the clown fish’s protection and the clown fish supports the anemone’s nutrition.

This type of symbiosis emerges where entities with different characteristics, behaviours and needs recognise opportunities to not only live alongside each other, but for mutually beneficial exchange, and therefore a collaborative alignment is formed. At the heart of this is opportunity recognition.

This is what entrepreneurs are particularly good at and they will invest themselves in initiating and facilitating relationships that enable this kind of mutual exchange. It means taking an interest in other’s needs and wants, as well as having an understanding your own assets and value, and particularly any latent assets that could be of benefit to others. It means having an ability to understand others’ priorities and objectives, and to develop the trust and transparency in relationships that will bring these to light. If we are fixating on only our own intent and objectives, we will likely miss these opportunities for alignment.

In conclusion, the case for alignment can be rooted in shared intent or complementary purposes. Often it will be the scale, speed, complexity of the task that brings would-be competitors together to achieve a shared intent. Equally, partnerships between diverse entities can be initiated through opportunity recognition to achieve mutual benefit.

If you would like to discuss any of the above further or how to apply the Accord in Mission Framework in your organisation, please get in touch.

Now that we have considered the case for alignment, we must consider the cost of alignment and we will explore this next week.