ALE: Leadership Without the Group Hug

I don’t have a love-hate relationship with leadership coaching. I have a disdain-hate relationship with it.

Too often, conversations around leadership are a flimsy Band-Aid on a gaping wound. They’re an attempt to turn someone into something they’re not, rather than amplifying who they really are. It’s like watching Michael Scott from The Office try to be a leader — painfully cringe-worthy.

Leadership coaching frequently targets people who simply don’t have innate leadership qualities. It’s unfair and unrealistic to expect them to suddenly transform into an idealized image of a leader.

When we focus myopically on leadership skills while ignoring whether the person has the innate talent to lead, we set them up for failure. There are better ways to equip and empower those in leadership and managerial positions.

The Fallacy of the Leadership Quick-Fix

In my work with live event production companies, I’ve seen it time and again: A company grappling with stagnant growth or operational issues decides the solution is to “fix” its leaders. They invest in coaching, workshops, and retreats, hoping to magically transform their management team into visionary trailblazers.

This narrow focus on leadership neglects two other key factors: accountability and execution. Your company can have the most inspiring leaders in the world, but if there’s no accountability and the execution is sloppy, you’ll flounder.

Introducing the ALE Model

Rather than fixating on leadership, I’ve found it far more effective to approach organizational culture through three interconnected spheres: Accountability, Leadership, and Execution. I call this the ALE model.

Most companies focus on fixing leadership when they’re actually struggling with accountability and execution. Classic symptoms include:

• Mistakes being made, but no one being held accountable
• A nagging feeling that the wrong people are in charge and “better leaders” are needed
• Change initiatives being underway, but progress stalls because no one takes responsibility

Accountability, leadership, and execution are intertwined. A problem in one area is a glaring signal of issues in the other two.

While it’s management’s job to maintain a bird’s-eye view of the entire organization, everyone — leaders and individual contributors alike — must recognize when operations are out of balance. Understanding how the ALE model works empowers you to diagnose issues and make meaningful contributions to get your company back on track.

Unpacking the ALE Model

Let’s explore the three components of the ALE model:

• Leadership is about getting people to do what needs to be done while working at their fullest potential and being resourceful and innovative. It’s where most companies instinctively turn when challenges arise.
• Accountability is about responsibility. It’s recognizing that you’re part of the solution, which means you can also be part of the problem. Self-awareness is key to being a proactive contributor.
• Execution is about the journey to arrive at a project’s end result. The result can be wonderful, but the journey to that result can be a hot mess if the execution isn’t repeatable and scalable. Relying on sheer willpower isn’t sustainable.

When these three components are balanced and firing on all cylinders, we get that rewarding sense that “it’s working.”

For owners, “it’s working” means being able to sleep at night, seeing the team hitting goals, watching money come in, and feeling a general sense of satisfaction. For managers and team members, “it’s working” translates to achieving objectives and experiencing forward momentum.

The Sweet Spot of Synergy

When accountability, leadership, and execution are in harmony, it’s a beautiful thing. Each component enhances the others, creating a virtuous cycle of performance.

Strong leadership fosters buy-in and commitment, which fuels accountability. When people feel invested in their company’s mission and trust their leaders, they’re more likely to take ownership of their work and strive for excellence.

Robust accountability, in turn, propels execution. When everyone knows their role and takes responsibility for their part in the larger whole, work gets done more efficiently and effectively. There’s less finger-pointing and more proactive problem-solving.

And when execution is firing on all cylinders, it reinforces leadership. Leaders can point to tangible results and rally their teams around shared successes. This boosts morale and makes it easier to get buy-in for future initiatives.

When It’s Not Working

But what happens when things fall out of balance? The overlaps in the ALE model reveal common failure points:

Lack of leadership leads to issues with buy-in. If leaders aren’t engendering genuine buy-in, both accountability and execution will crumble. Leadership’s primary job is to create a pervasive sense that “we’re all doing the right things for the right reasons.”

Lack of accountability leads to issues with roles. When roles are unclear, people tend to retreat into silos to avoid being held responsible for others’ work. They narrow their focus and leave accountability at the door. To restore balance, roles must align with execution and leadership.

Lack of execution indicates problems with processes. I frequently hear from owners who insist they have a great team that’s bought in and well-structured, yet execution falls short with ongoing mistakes and oversights. The key is to examine the processes (or lack thereof) supporting execution.

With tight processes, clear roles, and strong buy-in, consistent execution becomes achievable.

Putting ALE to Work

The ALE model is a powerful diagnostic tool for both leaders and individual contributors.

If you’re passionate about your company’s potential but feel leadership is missing the mark, zero in on the overlap between accountability and leadership: process.

Introduce processes that provide clear pathways to results without being constrictive. Help leaders understand how well-designed processes support the right people in the right roles, negating the impulse to just throw more bodies at the problem.

For those on the front lines, if execution is falling short, trace it back to the processes underpinning the work. Remember, we’re not in the business of doing shows — we’re in the business of getting shows done. Advocate for processes that get you to the finish line.

Ultimately, when the trifecta of process, roles, and buy-in are solidly in place, “it’s working” becomes your team’s default state. As a leader, your mission is to maintain that balance, continually fine-tuning and fortifying each component of the ALE model.

So tell me, which aspect of the ALE model is most ripe for attention in your organization? Whether you’re a leader or a team member, you have the power to effect change. Diagnose, adjust, and witness the transformative impact of accountability, leadership, and execution working in sync.

Cheers to your success.