Voids, Clashes, and Gridlocks: Overcoming the Hidden Traps of Misalignment

Is there anything more frustrating than hearing “we can agree to disagree” in a business conversation? Of course, it is unrealistic to expect everyone to be on the same page all the time and in every situation. Differing views will always exist, and I truly believe that they can coexist productively, as diversity of opinions sparks creativity and drives innovation.

However, in situations where crucial decisions need to be made, alignment requires something more than peaceful coexistence; it requires compromise. When leaders lean on “agreeing to disagree” as a way out, it often signals an unwillingness to find a workable solution, leaving progress stalled and the path forward unclear.

The first time I heard this phrase was early in my consulting career when I was a junior analyst observing a discussion between a senior partner and a high-ranking client executive. We were working on a new commercial strategy that senior management had agreed upon. There was one key change this senior executive needed to implement for the strategy to succeed and they weren’t fully on board with it; they voiced concerns, raised objections, and, after a lengthy back-and-forth, they finished the conversation with: “We can agree to disagree.”

To me, it was shocking. “Agreeing to disagree” sounded like an admission that no solution would be reached. Instead of working toward compromise, it felt like they were simply stalling progress. In that moment, it became clear to me how damaging misalignment can be—how it can leave even the best-laid strategies in limbo, unable to take root.

In my previous article, The Habit of Strategy, I introduced the four key elements that turn strategy into a lasting habit: Awareness, Alignment, Determination, and Discipline. Alignment is essential; without it, even the most well-defined goals struggle to gain traction. Alignment goes beyond simply agreeing on a plan; it requires a shared commitment to a defined direction and goal.

In this article, I’ll explore the three primary sources of misalignment I’ve encountered in my consulting work—Ambition Void, Ambition Clash, and Ego Gridlock—and discuss how leaders can overcome these obstacles to allow decisions and efforts to move forward effectively.

Ambition Void

In some organizations, misalignment doesn’t come from conflicting goals but from a lack of a clear ambition—a situation I call an "Ambition Void." It’s like rowing a boat without a destination; everyone may be paddling hard, but without a shared goal, the movement is unfocused and reactive.

Companies often face an Ambition Void for a few key reasons:

• Sometimes, they never defined a strategic ambition in the first place, relying instead on a mission, vision, and annual budgets to guide them. But strategic ambition is more than a static statement or set of numbers—it’s a living target, an evolving aspiration that reflects the company's capacity to grow, adapt, and pursue bold, long-term goals. Ambition should be the driving force that inspires and unites teams, continually realigned as the company faces new challenges and opportunities.
• In some cases, inertia sets in. When things seem to be working, companies often stay on the same path without questioning it. Inertia can present itself subtly: established processes go unchallenged, priorities remain the same year after year, and success is measured against familiar benchmarks. Leaders may feel comfortable maintaining the status quo, preferring what’s familiar to the uncertainty of pushing for bold new goals.
• Other times, executives are simply overwhelmed with day-to-day demands, barely able to lift their heads above the water. In the constant rush to address immediate issues, they rarely find the time to step back, gain perspective, and consider where the organization should be heading.

An Ambition Void can leave even the most capable teams stagnant, missing out on opportunities for growth and struggling to unite around a meaningful vision for the future.

Ambition Clash

If an Ambition Void is about a lack of direction, an Ambition Clash is about conflicting goals and objectives among leaders, whether explicitly stated or left unspoken. Each leader brings their own interpretation of what “winning” looks like for the company, shaped by personal experiences, priorities, or incentives. These divergent ambitions, if unaddressed, create powerful constraints on decision-making, pulling the company in multiple directions at once.

Ambition Clashes often arise due to three main reasons:

• Unspoken Assumptions: Leaders often operate with their own definitions of success, assuming that others share the same perspective. Terms like "growth," "profitability," or "market leadership" may be used without a shared understanding of what each term actually entails. This disconnect only becomes evident when strategic decisions need to be made, revealing differing interpretations that can complicate progress.
• Personal Agendas and Incentives: Individual motivations, shaped by personal incentives or aspirations, often interfere with generating a common goal for the company, as each leader naturally tries to push their own agenda forward. For instance, a leader focused on rapid expansion may clash with one prioritizing operational efficiency, each pulling the company in a different direction. Without efforts to build a unified agenda, these conflicting priorities can fragment the organization’s collective purpose.
• Lack of Structured Alignment Discussions: Ambition clashes thrive when there are no intentional, well-structured, and effectively facilitated top management meetings where objectives and goals are openly discussed and defined. When aspirations are left unspoken, each leader will naturally pull in the direction they believe in, often without realizing their perspective may differ from others. Without a clear "northern star," these diverging ambitions can lead to fragmentation and misaligned efforts.

An Ambition Clash can drain energy, create division, and make it nearly impossible for the organization to move forward cohesively.

Ego Gridlock

An Ego Gridlock occurs when leaders prioritize being right or maintaining control over achieving the best outcome for the organization. Rather than collaborating toward a shared ambition, decision-makers become entrenched in defending their own ideas, often turning discussions into power struggles instead of productive debates.

Ego Gridlock commonly arises due to three underlying factors:

• Need for Control and Status: Some leaders feel compelled to protect their authority and influence, seeing any concession as a threat to their standing. This need to maintain control often overshadows the collective interest, with leaders focusing on preserving their own position rather than working toward what’s best for the organization.
• The Superhero Syndrome: Some leaders believe it is solely their responsibility to make key decisions, not out of a need for authority but out of a sense of duty. This mindset—thinking they must have all the answers—leads them to resist input from others, unintentionally stifling diverse perspectives and fostering gridlock.
• Zero-Sum Power Dynamics: In highly competitive leadership teams, power dynamics can make leaders view decisions as a zero-sum game—where one person’s influence is another’s loss. This turf-war mentality creates resistance to collaboration, as each leader fights to establish their stance as the “winning” one, ultimately undermining trust and progress.

Ego Gridlock is perhaps the most challenging form of misalignment to resolve. It blocks genuine collaboration, fosters distrust, and prevents the organization from tapping into its full potential.

The Melting Pot: Overcoming Lack of Alignment

Alignment in leadership isn’t about erasing differences; it’s about creating a space where diverse perspectives blend into a shared purpose. Like a melting pot, where unique ingredients come together to create a harmonious whole, alignment allows individual strengths, viewpoints, and experiences to coalesce into a unified direction for the company.

To achieve this, leaders must establish a foundation that supports blending differences rather than allowing them to fragment the organization. Here are some practical guidelines to help foster a “melting pot” of alignment:

• Intentionally Arrange for Regular Conversations on Ambitions and Goals: Since ambitions and goals are a living target that must guide and adapt to current circumstances, regular discussions ensure a shared vision emerges and remains current and relevant.
• Use Structured, Facilitated Conversations to Foster Collaboration: Bringing together different perspectives can be challenging, but structured discussions help ensure that all voices are heard. Facilitation encourages respectful debate, guiding leaders toward a common ground where differences are blended rather than clashed.
• Establish a Fact-Based, Common Understanding of Challenges and Opportunities: Alignment conversations should be grounded in a comprehensive, well-founded analysis of the company’s current challenges and opportunities. When leaders share a fact-based view, it shifts discussions from subjective debates to objective, strategic dialogue, reducing the risk of conflicts based on personal opinions.
• Formalize Decision-Making Processes to Minimize Personal Bias: Clear and structured decision-making processes help reduce individual biases, allowing leaders to prioritize the company’s collective goals over personal preferences. Establishing governance frameworks and decision criteria ensures that decisions are made fairly and consistently.
• Promote Personal Development to Strengthen Collective Alignment: Effective alignment requires leaders to continuously develop skills in collaboration, openness, and strategic thinking. Encouraging personal growth through executive coaching or leadership training enables leaders to contribute their best to the collective vision.

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When alignment becomes a core leadership skill, the organization gains momentum to navigate challenges, seize opportunities, and achieve sustainable success. In a world where change is constant, alignment offers a stabilizing force, ensuring that every decision and action contributes to a unified vision for the future.

What would happen if alignment became your team’s core strength?

Good Luck!

Ximena Jimenez

Founder - Managing Director LITup

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