How To Get Performance Alignment

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, personal competition, “not invented here,” and internal politics can quietly shred performance. At the same time, external shocks keep landing—regulation changes, competitor mergers and acquisitions, natural disasters, and market movements. The leader’s job is to keep everyone aligned with what the company is trying to achieve, so the business operates like one smooth functioning machine. :contentReference[oaicite:0]{index=0}

What is performance alignment and why does it matter?

Performance alignment is when everyone’s daily actions match the organisation’s direction, so effort turns into results instead of friction.

Without alignment, internal competition beats you before the market does—teams work in isolation, priorities conflict, and coordination collapses. In a multinational, this often looks like divisions fighting for resources and attention; in an SME, it shows up as people doing “urgent” work that isn’t actually important. In Japan, alignment can be strong once decisions are made, but coordination can slow down if cross-division consensus drags; in the US, speed can be higher but priorities can splinter fast if each function runs its own agenda. External shocks (regulation changes, M&A, disasters, market movements) make alignment even more critical, because the organisation needs to respond as one unit. :contentReference[oaicite:2]{index=2}

Do now: Write the “main game” in one sentence for this quarter and check every team goal against it. :contentReference[oaicite:3]{index=3}

How do vision and mission create alignment across teams and divisions?

Vision and mission align performance by making the destination and boundaries crystal clear: where we’re going, and what we will (and won’t) do to get there.

Your vision is the window to a brighter future—where you want to be. Most organisations need two layers: a macro enterprise vision and a unit-level vision that translates it into executable reality. That unit vision matters because the closer people feel to achieving it, the more engaged they become, especially when they can see how their contribution fits into the bigger picture. Your mission brings clarity around purpose and defines what you do and what you don’t do—because you can do many things, but only some will align with the enterprise outcomes you actually need. :contentReference[oaicite:4]{index=4}

Do now: Rewrite your unit vision in one sentence that clearly supports the enterprise vision, then share it at the next team meeting. :contentReference[oaicite:5]{index=5}

How do shared values improve engagement and commitment?

Shared values are the cultural glue that keeps behaviour consistent under pressure and helps people commit, not just comply.

Values sound “soft” until you try leading through conflict, change, or ambiguity—then you discover values drive how decisions get made, how priorities get handled, and what “good work” looks like when nobody is watching. The challenge is real: the personal value spectrum is extremely varied, so you don’t automatically get alignment just because you hang posters in the office or write slogans on the intranet. Leaders have to define values clearly and show what they look like as behaviours. In Japan, values often support harmony and stability, but can dampen constructive challenge if not balanced; in the US, values can energise initiative, but can also create silos if every function interprets values differently. :contentReference[oaicite:6]{index=6}

Do now: Pick three values and define the visible behaviours that prove each one in meetings, customer work, and decision-making. :contentReference[oaicite:7]{index=7}

What is a “position goal” and why is it motivating?

A position goal is a clear statement of where you want to rank—market share, profitability, growth, or internal global ranking—and it energises teams by making success visible.

Position goals answer the competitive question: where do we want to be ranked in our industry, sector, or even within our own organisation? Do we want to dominate market share, prioritise profitability, or pursue continuous rapid growth? This can be highly motivational, particularly in big organisations where teams often feel they’re working in isolation and what they do doesn’t make much difference. Give them a concrete ranking target—“top ten globally by revenue,” “number one in retention in APAC,” “highest client satisfaction score”—and their daily effort suddenly connects to recognition and identity. In SMEs, position goals still work, but you must pick something believable and measurable. :contentReference[oaicite:8]{index=8}

Do now: Choose one position goal for the year and nominate the single metric that proves it. :contentReference[oaicite:9]{index=9}

How do KRAs, standards, and activities turn strategy into daily execution?

KRAs, standards, and activities translate strategy into measurable priorities, clear expectations, and the specific work that actually produces results.

Key Result Areas (KRAs) identify where it’s critical to achieve predetermined results. They can cover many areas, but some will be higher priority than others—so you need to know which ones matter most. Constantly measuring KRAs and broadcasting results keeps everyone focused. Standards then create objectivity: performance standards are tangible, measurable conditions that exist when the job is done well, and SMART goals (Specific, Measurable, Attainable, Relevant, Time Specific) help define them. Activities are the work you do to produce outcomes—but they must be directly related to the results you’re seeking. Otherwise you accumulate “busy work,” like barnacles on a ship’s hull, that slows you down and distracts from targets. :contentReference[oaicite:10]{index=10}

Do now: List your top three KRAs, define one standard for each, and delete one “barnacle” activity that doesn’t support them. :contentReference[oaicite:11]{index=11}

How do leaders keep alignment strong with skills audits and results reviews?

Skills audits and results reviews close the loop: you confirm the team can perform, then you learn whether the system worked and what to improve next cycle.

Skills alignment is practical: do we have the capability and capacity to hit the goals? A skill audit tells you what training and coaching is required to lift performance, and whether you need additional people or changes in personnel. The reality varies by market: in Japan, changing personnel can be possible but difficult and expensive, so leaders often need to invest harder in coaching and development. Then results answer the final questions: did we achieve what we set out to achieve, what was the quality of the outcomes, and what did we learn? Even failure can be valuable if it becomes a learning experience that prepares you better for the future. :contentReference[oaicite:12]{index=12}

Do now: Run a quarterly skills audit and results review: gaps, coaching plan, and three lessons to apply next quarter. :contentReference[oaicite:13]{index=13}

Conclusion

Performance alignment is a leadership system, not a motivational speech. The eight elements—vision and mission, values, position goal, KRAs, standards, activities, skills, and results—act like a checklist to keep the organisation coordinated and focused on outcomes, even when emergencies and daily minutiae try to drag your attention away from the main game. :contentReference[oaicite:14]{index=14}

Quick next steps for leaders

• Restate your unit vision and mission in execution language.

• Choose one position goal and one proving metric.

• Set KRAs and standards, then strip out “barnacle” activities.

• Audit skills and lock in coaching (or hiring) actions.

Author credentials

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). :contentReference[oaicite:19]{index=19}

Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. :contentReference[oaicite:20]{index=20}