When my first book, One Page Management, co-authored by Bob Lorber and endorsed by Ken Blanchard, was released in 1986, it was picked up by publishing houses in 13 countries and distributed worldwide. As a result, I was drawn into diverse client environments in many countries - from CEO boardrooms to front line supervisors. The travels afforded me the opportunity to observe thousands of managers and talk to many of them about the challenges they face.

These experiences have been extremely rewarding, and have taught me much about the way managers view their work and interact with one another. Foremost among the lessons learned was the realization that a high percentage of managers are adding far less value to their organizations than they are capable of.

This waste of human capital is mostly due to their lack of specific focus. Many managers perform their jobs as they think their bosses want them to, but lack clarity on how their performance contributes in measurable terms to the strategy of the organization. Many bosses have the same problem, and as a result the organization’s advance is slower than it need be. In a business environment where speed is often the competitive advantage, these businesses fall behind.

Further, I found that in many companies several people are accountable for the same thing while many tasks are assigned to people without full competency to implement them. The combined effect of these conditions greatly impacts the return on human capital and affects the performance of the business against its competitors.

Being confronted by these challenges prompted me to provide solutions.
The result was a set of methodologies and processes that would transform the way companies operate.

After implementing these new methodologies and processes in several large client environments, I wrote the book, Total Alignment, describing them in detail. Editorial Norma published this book in 2002 in Latin America. In 2008 I updated Total Alignment to include further learning from the field, and to streamline the presentation. This book was co-authored by Linda J. Khadem, my wife and business partner.

What is Total Alignment?

Total Alignment is a process of aligning and integrating the actions of every person working in an organization with its vision and strategy. Total Alignment is supported by three basic elements: establishing alignment, tracking alignment and sustaining alignment.

Establishing alignment is achieved through methodologies we have developed over the years. It begins with a unified vision, a creative strategy, and core values - which serve as the frame of reference for aligning everything else in the organization. Accountability, competency, information, behaviors, compensation are all aligned through this frame of reference. 

Once the alignment process has been established, a software tool, The One Page Software (TOPS) or similar software is needed to provide information to managers for feedback and decision making. This tool serves both as the vehicle for keeping the focus and a barometer for alignment.

This software tool, though necessary, is not sufficient for sustaining alignment over time. We learned through experience that particular management processes were needed to achieve this purpose. To this end, we have developed these processes and introduced new management paradigms through them.
These processes include team result process, one-on-one boss-collaborator vertical result process, and a leadership process.

When the three basic elements – establishing alignment, tracking alignment, and sustaining alignment are integrated into a cohesive whole, the organization experiences an enviable condition of total alignment that can well serve as its main competitive advantage.

To learn more about Total Alignment please visit the website:  www.totalalignment.com.